I've always had an analytical streak, some might call it a blessing, others a curse that constantly scans for opportunities to improve how we work. Whether it's a project, product, or process, I'm wired to evaluate the good, the bad, and the ugly in search of ways to make things better. We all have blind spots, and my goal is to minimize them through continuous reflection, open dialogue, and a willingness to challenge the status quo.
AI is already replacing my job without firing me (for now). Legal executives expect the work of in-house legal teams to start and end with AI tools. This expectation makes sense given that a key role of legal executives is to use legal costs efficiently, and AI tools have the most appealing potential to reduce time and costs on research, contract drafting, case management, providing guidance, and other projects.
Leadership can be a lonely position, and the writers of CIO.com often share insights designed to lighten the load. A good example is a recent article on IT management practices that are certain to kill IT productivity. It is a popular piece, and it prompted our CIO readers to ask the obvious opposite question: how does a manager increase productivity?
