Every successful leader has a coach in their corner. Whos in yours?

We stand at a peculiar moment in history. The machines we've created to amplify our intelligence are forcing us to reconsider what human intelligence actually means. The organizations we've built to solve problems have become problems themselves. And the stories we tell about progress no longer match the futures we're creating. These aren't separate challenges—they're facets of the same transformation reshaping how we work, create, and make meaning together.

I've spent my career exploring this transformation from unusual angles. Some know me from The AI Dilemma, examining how artificial intelligence reflects and amplifies human biases. Others from The Age of Heretics, documenting the rebels who humanized corporate life when that seemed impossible. Still others from the Fifth Discipline Fieldbook series, which helped organizations learn how to learn. But whether I'm working with hospital systems reimagining patient care, teaching NYU students to design responsible technology, or helping authors find their voice in a world drowning in content, the thread remains constant: how do we maintain human wisdom and agency in systems that seem designed to erode both?

This isn't about choosing between efficiency and humanity, innovation and tradition, or technology and meaning. It's about recognizing that our most intractable challenges—from algorithmic bias to organizational dysfunction to the crisis of authentic expression—share common roots. They all emerge from the gap between our tools' capabilities and our wisdom to use them well. My work lives in that gap, whether through advisory services, teaching, writing, or the kind of conversation that changes how you see everything. If you're here, you probably sense that the old categories no longer hold, that business and art, technology and justice, leadership and creativity are more entangled than ever. You're right. And there's more possibility in that entanglement than most of us have begun to imagine.