Transformation in Practice

AI has made research faster and more accessible, but finding information is not the same as knowing what it means. The harder work begins after the research: validating what can serve as evidence, determining how much weight it should carry, and identifying what remains unresolved before a decision can move forward.

Trusting a team requires more than believing in its abilities. It means sharing enough context, clarity, and authority for people to exercise judgment and carry the work forward in their own way.

Teams need enough clarity to remain connected to the vision, but enough freedom to exercise judgment as conditions change. Clear markers create shared direction without prescribing every step.

Leaders may carry a clear sense of the strategy, the pressures surrounding it, and where the organization needs to go. But clarity held by one person is not yet shared direction. As a vision moves through an organization, different groups encounter it from different positions. Strategy sees the intended outcome. Technology sees dependencies. Operations sees practical constraints. People closest to the work see conditions that may not be visible from the top. When these perspe