It was good enjoyable and most instructional to be a part of the Glean gathering yesterday in San Francisco. On the panel that’s pictured with Rebecca Hinds, PhD and Mark Hoffman I could not resist defending,…

I’ll be using the vitality from this week’s Glean:GO for some time. 50+ new product improvements, goosebump-inducing buyer tales, and a group of Gleanies I’m consistently in awe of.

It was a blast to take the stage with two of my favourite people and Work AI Institute collaborators, Bob Sutton and Mark Hoffman, to talk about botsitting, botshitting, and our new Work AI Index.

We introduced 100+ executives collectively for our Executive Summit, powered by insights from a star-studded group of my favourite AI leaders, Bob, Mark, Etienne Grass, Joel Nygårds, Dan Slagen, Janet George, MSCS, Mehul Shah, Manu Narayan, Anne Hoecker, Ashish Verma, John Feldmeier, Sunil Agrawal, Steve Cahill, Maciej Lisiecki, Kelly Waldher, James Cham, Perry Klebahn, Prasad Setty, Brian Elliott, David Crawford, Brad Scott, Arvind Jain, Tony Gentilcore, Amar Maletira, and Kelly Esrey Howell.

I had chills moderating a buyer panel with Madhu Narasimhan, CIO of DaVita Kidney Care, and Sashanka Vishnuvajhala, VP of Engineering at Fanatics, listening to how they’re utilizing Glean to energy mission-critical, life-saving work.

It was a pleasure to talk with a few of my favourite media, analysts, and influencers: Siobhan Fagan, Ravit Jain, and others, and see a few of my favourite Glean clients and mates within the viewers, people like Salman Chaudhry, Mark Whiting, Jen Baker, Denny Lowe, Jude Boyle, Jitendra Kavathekar, Stephanie Baladi.

Among the seemingly limitless takeaways had been three deceptively easy ones:

– AI is pressure-testing the org chart.
Over the previous few many years, we’ve seen a number of makes an attempt to dismantle hierarchy (notably holacracy and “flat” cultures), however they’ve typically failed. It seems these often-irksome layers of hierarchy do actual work, particularly in serving to organizations handle complexity. But as AI takes on extra of that complexity, I heard leaders describe a number of new group and org-chart fashions they’re testing: tiny groups with vastly bigger scope, “rebundled” roles, merged departments, and momentary groups that type round an consequence and dissolve when it’s achieved.

– AI amplifies organizational “theater.”
Companies are stuffed with performative work (dysfunctional conferences prime the listing). AI makes office theater even simpler and extra seductive. In one session, 4 of my favourite Chief AI Officers had been requested whether or not each enterprise wants the position. All mentioned “yes,” however didn’t sugarcoat it….with out finances, headcount, and political capital, a CAIO can turn into a shiny new title for an org that desires to “show” it’s remodeling with AI with out doing the arduous work it requires.

– The AI bullshit meter is VERY excessive.
The leaders seeing probably the most success with AI additionally appeared quickest to say “I don’t know,” describe their AI scars and excessive failure charges, and name bullshit on what appeared drenched in hype.

Every single day I get up with gratitude to be a part of the Glean group. This week, it ran particularly deep.