I’ve spent much of my career working with leaders as technology reshapes how decisions are made, authority is exercised, and organizations evolve. What keeps me engaged with this topic is how quickly uncertainty has become the norm rather than the exception. AI and digital systems are no longer abstract forces; they shape everyday choices, incentives, and outcomes. I read these books because they help me think more clearly about leadership in that reality: how judgment, learning, and responsibility need to adapt when systems move faster than intuition. They’ve influenced how I approach real-world leadership challenges in complex, technology-driven environments.
I love this book because it fundamentally changed how I think about leadership when the path forward isn’t clear.
Too often, I saw leaders confuse confidence with competence and mistake the absence of visible failure for success. This book helped me see why that instinct is so damaging in moments that actually require learning. What stayed with me is how clearly it distinguishes between smart risk-taking and avoidable mistakes, and how much leadership depends on creating the conditions for people to speak up, test ideas, and learn quickly.
I find myself coming back to this book whenever leaders face high-stakes decisions under uncertainty, because it sharpens judgment rather than offering false reassurance.
Shortlisted for the Financial Times and Schroders Business Book of the Year
A revolutionary guide that will transform your relationship with failure, from the pioneering researcher of psychological safety and award-winning Harvard Business School professor Amy Edmondson.
We used to think of failure as the opposite of success. Now, we’re often torn between two “failure cultures”: one that says to avoid failure at all costs, the other that says fail fast, fail often. The trouble is that both approaches lack the crucial distinctions to help us separate good failure from bad. As a result, we miss the opportunity to fail…
I was drawn to this book because it strips away many of the rituals leaders mistake for rigor.
As I read it, I kept thinking about how often organizations slow themselves down by overvaluing certainty, seniority, or process when what they actually need is better learning. This book stayed with me because it shows that leadership today is less about directing people and more about shaping how teams think, experiment, and collaborate.
I often revisit it when leaders want to move faster without sacrificing quality, because it makes clear that the real constraint is rarely technology; it’s how decisions are made.
Economist Best Books of the Year Financial Times Business Book of the Month
'A handbook for disruptors' - Eric Schmidt, former CEO of Google
Learn how the 'geek' mindset is revolutionizing the corporate world by breaking all the rules to transform business culture, leadership, and personal successes.
We're living in a time of amazing technological innovation, but we're not paying enough attention to one of the most important innovations of all - one that's going to be a wellspring of progress for a long time to come.
This innovation is to the company itself - a new model is being…
To create innovative, collaborative, and high-performing organizations, we need a new leadership model.
Speaker, consultant, and former Silicon Valley executive Minette Norman is committed to inspiring leaders by sharing some of the most important things she learned over the decades she spent in the corporate world, such as: every human…
I value this book because it helped me see how deeply technology reshapes leadership decisions long before leaders realize it.
What struck me most is how clearly it shows that AI doesn’t just optimize processes; it rewires how organizations scale, allocate authority, and compete.
I often think about this book when leaders treat AI as a tool rather than as a force that changes operating logic. It sharpened my understanding of why traditional management instincts (control, linear planning, incremental change) break down in AI-driven systems, and why leadership today requires rethinking structure, speed, and accountability at a much more fundamental level.
AI-centric organizations exhibit a new operating architecture, redefining how they create, capture, share, and deliver value.
Marco Iansiti and Karim R. Lakhani show how reinventing the firm around data, analytics, and AI removes traditional constraints on scale, scope, and learning that have restricted business growth for hundreds of years. From Airbnb to Ant Financial, Microsoft to Amazon, research shows how AI-driven processes are vastly more scalable than traditional processes, allow massive scope increase, enabling companies to straddle industry boundaries, and create powerful opportunities for learning--to drive ever more accurate, complex, and…
I appreciated this book because it refuses both panic and blind optimism about AI. Instead, it helped us think more clearly about what it actually means to work alongside intelligent systems rather than delegate everything to them.
The book guides leaders as they decide where human judgment still matters most. I return to it when conversations drift toward extremes, because it brings the focus back to responsibility, judgment, and choice.
It reinforced my belief that leadership in the age of AI is not about replacement, but about deciding thoughtfully how humans and machines learn together.
From Wharton professor and author of the popular One Useful Thing Substack newsletter Ethan Mollick comes the definitive playbook for working, learning, and living in the new age of AI
Something new entered our world in November 2022 — the first general purpose AI that could pass for a human and do the kinds of creative, innovative work that only humans could do previously. Wharton professor Ethan Mollick immediately understood what ChatGPT meant: after millions of years on our own, humans had developed a kind of co-intelligence that could augment, or even replace, human…
To create innovative, collaborative, and high-performing organizations, we need a new leadership model.
Speaker, consultant, and former Silicon Valley executive Minette Norman is committed to inspiring leaders by sharing some of the most important things she learned over the decades she spent in the corporate world, such as: every human…
I found this book compelling because it confronts questions many leaders avoid: what happens when expertise itself becomes scalable through technology?
The book stayed with me because it challenges deeply held assumptions about authority, credentials, and value. It helped me see leadership as the responsibility to rethink how knowledge is created, shared, and governed, especially when technology lowers barriers but raises new ethical and organizational challenges.
This book predicts the decline of today's professions and introduces the people and systems that will replace them. In an internet-enhanced society, according to Richard Susskind and Daniel Susskind, we will neither need nor want doctors, teachers, accountants, architects, the clergy, consultants, lawyers, and many others, to work as they did in the 20th century.
The Future of the Professions explains how increasingly capable technologies - from telepresence to artificial intelligence - will place the 'practical expertise' of the finest specialists at the fingertips of everyone, often at no or low cost and without face-to-face interaction.
Building a Thriving Future is one of the first books to help leaders make sense of a world where AI, digital environments, and advanced technologies are no longer “emerging,” they are already reshaping how decisions are made. The book offers a clear, accessible way to understand what this shift means for leadership, organizations, and society.
Grounded in behavioral science and real-world examples, the book offers a balanced view of technology’s opportunities and risks. It shows how leaders can navigate uncertainty with better judgment, design systems that support human decision-making, and build conditions for sustainable performance as technology becomes an everyday part of how we work and lead.
