By Hollis Robbins, Anecdotal, November 15

   As A I becomes increasingly integrated into daily decision making, Robbins introduces the concept of the "last mile," the crucial 5% to 15% gap between algorithmic recommendations and human judgment. She argues that while A I promises to democratize services, it's creating a new form of inequality where human insight becomes a luxury good, suggesting A I might inadvertently be creating a new kind of digital divide.

How Companies Can Use A I to Find and Close Skills Gaps

By Brian Eastwood, M I T Sloan Management Review, June 10

A study from M I T is Center for Information Systems Research reveals how companies like Johnson & Johnson are using A I powered "skills inference" to quantify skills proficiency, identify gaps, and transform workforce development. The research shows this approach has increased participation in professional development programs by 20% while providing executives with valuable heat map data that assists in strategic workforce planning. It also introduces the concept of a "career lattice" rather than a traditional career ladder.

Enterprise Philosophy and The First Wave of A I

By Ben Thompson, Stratechery, September 24

A study from MI T is Center for Information Systems Research reveals how companies like Johnson & Johnson are using A I powered skills inference to quantity skills proficiency, identify gaps, and transform workforce development. The research shows this approach has increased participation in professional development programs by 20% while providing executives with valuable heat map data that assists in strategic workforce planning. It also introduces the concept of a "career lattice" rather than a traditional career ladder.

Scaling: The State of Play in A I

By Ethan mullock, One Useful Thing, September 16

mullock breaks down A I development through the lens of "scaling laws," the observation that larger A I models consistently outperform smaller ones. He introduces a novel generational framework for understanding A I models and reveals that beyond increasing model size, A I capabilities can be enhanced through increased "thinking" time during operation, suggesting two distinct paths for future A I advancement.

Boards Need a New Approach to Technology

By tarn Khan, Mary C. Becker le, and nubile Y. Squibb, Harvard Business Review, September October

Most corporate boards remain too focused on defense when it comes to technology, emphasizing security and digitization while missing broader opportunities in areas such as new materials, space science, and genomic. Drawing from experiences at companies like Es and Altair, the authors make the case for dedicated board technology committees to help identify and prioritize new opportunities, mitigate appropriate risks, and shepherd core technologies through development. As only 36% of Fortune 100 boards currently have such committees, the authors argue that more companies need to shift to a more offensive stance toward technology.