🕊️ Smoke, Silence, and Succession: What the Catholic Conclave Can Teach Us About Leadership Transitions
When it comes to leadership transitions, most modern organizations resemble a high-stakes episode of Survivor more than a deliberate rite of passage. But there’s one institution that’s been getting it (mostly) right for nearly two millennia: the Catholic Church. Enter the Conclave—an elegant, if incense-scented, ritual where 120-odd cardinals gather under lock and key to select the next Pope. No...
🕊️ Last Call for Skype: A Love Letter, An Autopsy, and a Blueprint for the Future of Work
There’s something poetic about Skype signing off quietly on a Monday. No farewell party. No confetti from Redmond. Just a soft click — the kind that ends a call and a chapter. But for a generation that grew up Skyping parents from hostel dorms, pitching ideas across oceans, or saying “I love you” in 480p pixelation — this goodbye stings. As...
The Last Sage on Wall Street: What Warren Buffett’s Exit Teaches Us About the Future of Work
In Omaha, Nebraska—where cornfields stretch toward the sky and capitalism found its quiet philosopher—a soft but seismic shift took place. Warren Buffett, the man who turned a failing textile mill into a $1.2 trillion business empire, announced his intention to step down as CEO of Berkshire Hathaway by year-end. The Oracle of Omaha, who once declared he tap-danced to...
The Stability-Instability Paradox: AI’s Quiet Disruption of the Working World
In the vast savannahs of East Africa, the lion's roar serves not just as a declaration of dominance but as a subtle reminder to the gazelles of the ever-present threat. The gazelles, in turn, adapt—not by growing sharper claws, but by honing their instincts, learning when to run and when to stay. This delicate balance of threat and adaptation...
The Work Journey: From Point A to Point B in a World Without Maps
There’s an unspoken rule in carpentry: the wrong hammer on the wrong nail is how people get hurt. Too often, the same is true in the workplace. We use powerful tools — sometimes cutting-edge technologies, sometimes well-intentioned processes — on the wrong problems, at the wrong scale. Instead of building a better system, we bruise the people within it. This becomes especially...
