AI has made building easier.
But building the right thing is still hard.
Ten articles every week on what is happening across product, research, design and engineering. Curated by Rory Madden to help teams decide what to build.
Explore the editions ↓The archive
We’ve spent the last few years putting LLMs everywhere, but a new class of models released this week is a good reminder that they aren’t the only way to put intelligence into a product.
Read edition ↗In a week when the bosses of the big AI labs said they think the pace of AI development needs to slow down, they also seem to be doing the exact opposite.
Read edition ↗Meta spent much of this year betting that AI meant it needed fewer managers. In its Applied AI organisation, some managers had as many as 50 people reporting to them. Former managers lost their reports and went back to individual contributor roles. The logic was that if AI does m
Read edition ↗During the training run, OpenAI had roughly 1,200 agents running in isolation. They found a way to communicate with each other, shared more than 70,000 messages and files, and eventually around 700 of them participated in a coordinated attack on Hugging Face.
Read edition ↗Inside Shopify’s high-intensity engineering culture by Bill DoerrfeldShopify cuts meetings, pairs engineers, ships weekly and keeps humans accountable for AI-generated code without extending hours.
Read edition ↗EQ Is Not Just About What You Say. It’s Your Body Language Too. by Wes KaoEmotional intelligence depends on whether facial expressions, tone, and body language reinforce what someone is saying, so leaders need to understand their unconscious signals and create the conditions for
Read edition ↗Why Effective Leaders Get Branded As Problems by Luis VelasquezEffective leaders can be labelled difficult when their pace, clarity or decisiveness exposes tensions the organisation has not resolved, so companies need to examine role expectations, team readiness and organisationa
Read edition ↗How Leaders Get In The Way Of Organizational Change by Ron CarucciOrganisational change stalls when leaders underestimate the work, overload teams with disconnected initiatives and promote transformation without changing themselves, so progress depends on realistic capacity, inte
Read edition ↗The False Alignment Trap by Julia Dhar, Kristy R. Ellmer and Philip JamesonTransformation efforts often fail because leaders mistake polite agreement for real alignment, so teams need to surface differences around why change matters, what success looks like and how it will happen
Read edition ↗You Might Be A One-Company Manager by Karol WójciszkoGrowing into management inside one company can mask how much performance comes from context, trust and reputation, so switching environments becomes the real test that forces managers to build portable skills like influence, fe
Read edition ↗Collaborative Steering by Luke WroblewskiAs teams start guiding separate AI agents, perspectives can drift faster than output improves, so collaborative steering creates shared context that helps design, product and engineering encode goals together instead of letting every agent
Read edition ↗Before You Fire All Your Glue People Because Of AI by John CutlerAI can reproduce visible artifacts like updates, notes and roadmaps, but not the judgment, trust and social coordination that make them matter, so cutting “glue people” too early risks hollowing out the hidden capab
Read edition ↗How C-suite And Board Roles Are Being Reshaped Around AI by Tomas Chamorro-PremuzicAI is not just changing frontline work, it is reshaping leadership itself, forcing executives and boards to rethink oversight, judgment and decision making as senior roles shift from authority and
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