Execution Drift · · En inglésThe Platform the Customer Has to BuildThere is a point at which a technology selection stops being a selection.Execution Drift · · En inglésThe AI Programme I Would Not ScaleIn the last issue of Execution Drift, I wrote about the productivity created by AI and the question nobody owns: who captures its value once the technology changes how work is done?Execution Drift · · En inglésThe Productivity Nobody OwnsRecently, I had a conversation with a senior executive in a large digital consumer platform in the GCC about AI-enabled managed services. What caught my attention was not the technology itself, but the commercial question underneath it. Organizations are introducing AI across service desks, application support, customer operations and back-office processes. Providers are investing in automation, copilots and agents. Everyone expects lower cost, faster delivery and better service. Yet one question remains surprisingly unclear: if AI makes the provider more productive, who owns the value created?Complexity · · En inglésWhy Complexity Eventually Becomes an Execution ProblemComplexity does not become dangerous because the organisation has more activity. It becomes dangerous when leadership can no longer sustain coherence across decisions, ownership and execution.Governance · · En inglésWhen Governance Stops Reporting and Starts Enabling Executive DecisionsGovernance creates value when it helps executives see the enterprise clearly, resolve competing priorities and make decisions that execution can carry.Execution Drift · · En inglésThe Distance Between Capability and ValueA few days ago, I was reading a discussion about AI adoption.Execution Drift · · En inglésOnboarding is usually where organisations discover they are no longer scaling coherently.Not because onboarding itself is complex.
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