1️⃣ AI usage needs trust HBR says employees are building useful AI workflows privately and often do not share them; the hidden driver is trust, not just governance or tool policy.
💡 Why it matters Managers who only police AI use will miss the real leak: tacit productivity stays local when people fear the reward system.
☕ Coffee talk Which prompt is sitting on someone’s laptop because sharing it feels like donating their edge?
2️⃣ Two CEOs need hard wiring INSEAD argues co-CEO models are gaining ground as the CEO job gets too broad, but they only work with clear responsibilities, aligned messaging and private conflict.
💡 Why it matters Shared power is not a softer structure. It needs cleaner decision rights than the solo model, because ambiguity hits the whole company fast.
☕ Coffee talk If both CEOs walk into the same meeting, who is allowed to say no?
3️⃣ Executives have to touch the detail First Round’s interview with former DoorDash COO Christopher Payne makes a blunt operator point: scale does not excuse executives from going deep on unit economics, product details and goals.
💡 Why it matters Senior leaders lose leverage when they manage only through summaries. The work is picking where to go deep, then making the system move faster because of it.
☕ Coffee talk Which detail would expose the plan first: the dashboard, the customer call or the ciabatta bread?