Hugh Molotsi

  “We tend to overestimate the effect of a technology in the short run and underestimate the effect in the long run.” — Roy Amara Roy Amara’s observation, often called Amara’s Law , perfectly captures the current moment in generative AI. We are almost certainly overestimating what AI can safely and economically do in the short term. At the same time, we may be underestimating how profoundly it will reshape work, software, organizations, and human productivity over the long term. That tension is important. The problem is not that AI is useless. Quite the opposite. Generative AI is already a remarkably useful assistant. It can help people write, summarize, brainstorm, research, code, analyze, and learn faster. Used well, it can expand what an individual is capable of doing. The problem is that we are confusing a powerful assistant with an autonomous worker. I created this simple explainer video where I describe generative AI as a “smart guesser.” That phrase is intenti...

  This video is my attempt to describe Generative AI in a way that's simple enough for anyone to understand so they know best how to use it.

  This article was first published on LinkedIn .  CEO succession planning is one of the most consequential responsibilities of a board—yet too often, it’s treated as a reactive event. It shouldn’t be. Succession planning should be an ongoing discipline, not something that begins when a CEO signals their departure—or when a crisis forces action. The best organizations build it into their operating rhythm. A few principles I’ve been reflecting on: Internal candidates outperform external hires According to study by the Yale School of Management, insiders promoted to the CEO role consistently outperform outside hires. And yet, we often overvalue external candidates. We trust polished interviews over years of observed performance—despit...