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Newsletters, professional articles and news reports are abundant. It is easy to find information. What is not always easy to understand is what the whole picture looks like when several pieces of news are combined – and whether the explanation we are offered is valid. In this newsletter, the selected contributions will be introduced with NewsCritic as part of the title. In contrast to a usual news item, this contribution will combine several original resources on a common top

With the increasing use of KPIs, maturity models and AI in organisations, measurement still does not equate to problem solving. The objective of my analysis is to explore the gap between measurement and resolution and to develop a new approach to measures that are connected to questions that will solve the problem. A useful measuring process is not necessarily one that has many metrics. A suitable measuring process should facilitate movement from observation to explanation,

Normally we assess the usefulness of a prompt through the answer it elicits. Useful answer, effective prompt. However, prompts have another impact when used in the workplace. Let's take two examples. The manager could ask, "Analyse this problem and tell me what I should do." Alternatively, the manager could ask, "Provide me with three interpretations, challenge my assumptions, show me what I might have missed, and wait for my position before making a recommendation." The firs

While I was preparing for my trip and packing things, I decided to buy some vacuum bags for clothing. It seemed like an easy solution – reduce. The issue is how to accelerate the employee's development without losing the conditions that help build their judgement. the volume and pack more. But recently, there was a comparison test of four such bags conducted by Which?. As a result, while ordinary folding included 129 pieces of clothing, vacuum packing included only 113. In ot

𝐖𝐇𝐄𝐍 𝐓𝐇𝐄 𝐉𝐎𝐁 𝐃𝐄𝐒𝐂𝐑𝐈𝐏𝐓𝐈𝐎𝐍 𝐒𝐀𝐘𝐒 𝐀𝐈, 𝐁𝐔𝐓 𝐍𝐎𝐓 𝐈𝐍 𝐓𝐇𝐄 𝐉𝐎𝐁 In addition to marking technology jobs, AI will also affect the roles of sales, marketing, legal, HR, education, and operations. The rapid adaptation process is probably the best example. However, the wording of those descriptions says otherwise. This means rejecting a resume excerpt that piqued my attention and letting applicants define what AI literacy, fluency or experience should

One question kept coming back to me as I reviewed the latest research on AI implementation. Why do organisations that invest in very similar AI technologies often achieve completely different results? The usual explanations are familiar: data quality, governance, leadership, change management and training. They all matter, and the evidence supporting them is convincing. Yet it felt as though something was still missing. Perhaps we are looking at the wrong starting point. Most

Implementation rarely fails because of technology. It usually struggles because organisations prepare systems before preparing people for meaningful AI adoption. My aim is not to suggest that technology is less important but to encourage a broader discussion about where successful AI implementation really begins. The answer may depend less on the technology organisations buy and more on the people they recruit, develop and support. The role of artificial intelligence on the b

The recent arrival of Disclosure Day (https://www.disclosuredaymovie.com/watch-more) inspired an interesting thought. The concept of disclosure is pretty straightforward. Hidden things become revealed. Ignored issues become obvious. Unspoken assumptions become questioned. For decades, films used the notion of disclosure to examine major shifts in human perception. Whatever it was about – space exploration, government secrets, scientific discoveries, technological progress – t

Why publish a paper on SSRN before a journal? Because some ideas deserve to start a conversation before they become a finished piece of research. SSRN (Social Science Research Network) is one of the world's leading repositories for working papers and early-stage research. It allows researchers to share new ideas, receive feedback, and stimulate future academic and professional research. My latest working paper explores a question that I believe organisations will increasingl

Another recognition for my work and research in Generative AI, from THINKERS360

AI implementations usually succeed for other reasons. It usually struggles because organisations prepare systems before they prepare people for meaningful AI adoption. I aim not to suggest that technology is less important but to encourage a broader discussion about where successful AI implementation really begins. The answer may depend less on the technology organisations buy and more on the people they recruit, develop and support. The role of artificial intelligence on the

Every year, organisations shell out millions on AI. There are new pilots, some proof-of-concept projects pass the testing phase at the yes-men level, and budgets expand. Senior management continues to seek out that next big thing which will change their business forever – if it only works as promised, or even close to it! It asks the question of a future, which, naturally enough in matters like this one, should also accompany uncertainty. But lately I began to wonder whether