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My aha moment about how to use artificial intelligence effectively came from an engineering group that built an operating model for experimenting with AI. They didnt pilot AI once and move onthey built lightweight checklists and safety rails so teams could try, learn, and scale, week after week. Some guidance was deeply technical, but the lesson was universal: Make continuous experimentation part of how the team works. Not a side project. Thats the job in front of every leader now. AI is changing work at two levels at once: Individuals capabilities are being augmented, and teams are collaborating differently. The best results dont come from isolated power users. They come when managers redesign how the whole team gets work done together. In practice, that means every manager becomes the teams chief experimentation officer. Because the technology will keep improvingand the way its embedded into processes will keep changing. In this piece, premium subscribers will learn: The four key principles for designing a workplace that experiments continuously The new KPI managers should focus on Why you dont need a reorg, and what to do instead 1. Dont just roll out AI. Redesign the work. Start with the work itself. Not just the tool set. As AI takes on tasks, dont let the freed-up time quietly refill with more of the same. Decide, explicitly, how youll reinvest that capacity into higher-value activities: coaching and peer learning, deeper customer engagement, or structured ideation. Write those shifts into roles and goals so people experience the upside of adoption, not just another layer of obligations. Then, treat adoption as a managed habit. The technology improves every few weeks; norms should evolve with it. Make experimentation part of the operating rhythm: Embed tools into real workflows, coach individuals on where and how to use them, and revisit the playbook as capabilities change. Pair that flexibility with simple guardrailswhat to try, what to avoid, and how youll check qualityso the team can move quickly and securely. Momentum has to be top-down and bottom-up. Senior leaders set a clear direction. Managers create the flywheel by curating grassroots experiments, codifying whats repeatable, and sharing wins across teams. Frontline teams surface new ideas. Finally, keep the team inclusive as you evolveand be clear. Many groups will add agents alongside people. Early lessons from implementation at Microsoft suggest the best guidance for agents looks a lot like good human management: crisp goals, scope, guardrails, and quality checks. Bring everyone into the process so the benefits of whats newly possible are broadly shared, and your team gets more productive, more effective, and more resilient with each iteration. 2. Your new KPI: learning velocity. Heres the tension: Leaders want certainty. AI rewards speed of learning. The companies pulling ahead are the ones that learn faster than the problem changes. Because products and models improve quickly, a tool that didnt help two months ago may be essential today. Your cadence of experiments becomes the competitive edge competitors cant see and cant easily copy. And as AI replaces parts of a job, managers should deliberately change roles and expectations. Dont treat AI as a sidecar. Build it into how your team actually works: the meetings you run, the documents you draft, the research you do. Coach each person on where AI helps in their role, and revisit often. If a tool didnt work two months ago, try it again as models and products improve. Be clear in your guidance (goals, scope, guardrails, quality checks) for people and agents. 3. Guardrails arent brakes. Theyre speed rails. Simple, transparent guidelineswhats inbounds, whats out, and how results get reviewedlet people move fast without inviting risk. Those sales checklists, for example, arent bureaucracy; they are the mechanism that makes speed repeatable. As systems and workflows change, update the playbook in ways that expand participation, build skills, and keep risk proportionate to the reward. Run a steady cadence of small, team-level experiments, and pair speed with safety rails (checklists, inbounds/out-of-bounds, review steps). Capture what works, scale it, and sunset what doesnt. Measure managers on ongoing adoption and innovation, not a onetime rollout. 4. Close the gap between whats possible and what you practice. Managers still own outcomes, talent, and culture. In an AI-driven workplace, they also own the system that learnshow the team tries, measures, codifies, and scales better ways of working. You dont need a reorg to begin. You need a charter, a plan for the time AI frees up, and a cadence that keeps learning alive. Start small and real. Make the next experiment easier than the firstbecause youve built the rails. As the tech keeps improving and embedding deeper into processes, the leaders who treat experimentation as a discipline, not a one-off, will unlock the most value for their teams and their customers.
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E-Commerce
The people of New York have spoken. In electing Zohran Mamdani mayor, they voted for generational change, democratic socialism, and joyful pop-culture politics. The historical significance of Mamdanis victory will be parsed for days, weeks, and years to come. But the people of New York did not just elect a mayor, they also voted to change the way housing gets built in one of the tightest housing markets in the United States. Voters passed three ballot initiatives designed to speed up and increase housing production by an even greater margin than Mamdanis victory. With these ballot initiatives, Mamdani also won a huge victoryone he didnt even campaign for, though he did voice his support for the measures the night before the election. These ballot measures will make at least some of his housing policies meaningfully easier to achieve, including his promise to build 200,000 low-income apartments, and his desire to spread housing construction more equitably across the city. Mamdanis victory signified voters hunger for change, especially when it comes to new approaches to reducing the cost of living. The housing ballot measures were yet another indicator of the same phenomenon. Local leaders elsewhere should take note. What New Yorkers Voted For Local media outlets like The City and The New York Times have good explainers on the ballot initiatives. Ill briefly describe the most significant updates here and how they might impact housing in the U.S.s most populous city. Ballot Measure 2 creates a new expedited review and approval process for all publicly funded affordable housing projects, turning what can be an 18-month process into a 3-month process. It also creates a new affordable-housing fast track for all housing projects in the 12 community districts (out of 59 total) that have permitted the least-affordable housing in recent years. These 12 community districts will mostly be more suburban parts of the city in eastern Queens, south Brooklyn, and Staten Island. They are, as it happens, the same parts of the city that supported former Governor Andrew Cuomo in the mayors race. (Cuomo endorsed the ballot measures.) Ballot Measure 3 creates an expedited rezoning and environmental review process for small housing projects and zoning variances. Projects allowed under this policy would generally be limited to 45 feet in height in low-density areas, or a 30% increase over allowed density in higher-density areas. This measure will allow totally new project types that are not currently built in New York, including missing middle housing in low-density zones. Larger projects that require zoning variances will now be able to get them in a quicker process through the nonpolitical Board of Standards and Appeals, rather than the City Council. Ballot Measure 4 creates a new appeals board that gives projects rejected by the City Council another chance at approval. Eligible projects would have to include affordable housing, whether through the citys local inclusionary zoning policy, called Mandatory Inclusionary Housing, or as a city-funded affordable housing project. This measure effectively ends the practice of member deference, in which a single council member can block a project in their district. In sum, these measures will make it much faster to approve all affordable housing projects and many market-rate housing projects; they reduce uncertainty for all housing proposals; they will allow new housing to be built in neighborhoods that have traditionally built very little; and they move power over development away from the City Council and to the mayor and appointed boards like the Planning Commission and Board of Standards and Appeals. Mamdanis vision for housing All of these outcomes correspond to housing policy goals that Mamdani has articulated, including the goal of constructing 200,000 new, union-built, deeply affordable housing units over 10 years. Funding that promiseespecially while sticking with union labor and very deep levels of affordabilitywill be a tall order. But these ballot measures will make achieving this overall goal more of an economic problem than a political one. Getting affordable developments built will not require project-by-project land use battles. Mamdani has also voiced his support for spreading housing production more evenly across the five boroughs, particularly to wealthier neighborhoods. Ballot Measure 2 does exactly that, through its special rules for the NIMBYest community districts, and Ballot Measure 3 moves toward the same goal by opening up new development opportunities in low-density areas. As his campaign progressed, Mamdani emphasized the importance of government efficiency and effectiveness. These ballot initiatives will allow government to act more quickly on its housing goals, spending less staff time and resources on approval processes. The newly elected mayor has also warmed to the idea of market-rate and mixed-income housing being part of the solution to the citys housing crisis. While mostly focused on 100% affordable housing projects, these measures will help market-rate projects, too, by eliminating council member deference and streamlining mixed-income projects in NIMBY strongholds. What these ballot measures will not do is move the needle on Mamdanis signature campaign promise to freeze the rent for rent-stabilized tenants. That action goes through a whole different entitythe Rent Guidelines Boardand comes with a host of legal and political questions. What the ballot measures may do, however, is set the stage for a sort of grand bargain around housing production and tenants rights. By supporting both of these policy goals simultaneously, Mamdani could build his credibility among constituents in both camps. Theres also some evidence that tenants tend to be more supportive of housing development when strong renter protections are in place, as Rogé Karma reported in a recent piece in The Atlantic. Throughout the campaign over the ballot initiatives, the largest opponent was the New York City Council, whose powers will unquestionably be diminished by these new policies. The Councils no campaign relied on the fact that the initiatives were developed by a commission appointed by Mayor Eric Adams, a highly unpopular figure in New York politics. But soon neither Adams nor Cuomo (the candidate Adams endorsed) will be in City Hall. The new powers afforded by these ballot initiatives will be held by a 34-yea old democratic socialist. How will he use them to reshape the city?
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E-Commerce
How I spend my hours in the day is how I live. To make the most of my waking hours, I practice the one-hour rulea simple habit that helps me learn, reflect, and think. I give myself 60 uninterrupted minutes a day to try and become a little wiser than I was yesterday. I consciously take control of my growth to transform how I think, how I decide, or live. It takes commitment. But just an hour a day learning, thinking, and reflecting is helping me improve my life processes. Thats it. Sixty minutes. Five hours a week. And you are upgrading yourself daily. That means reading something that stretches you. Reflecting on what went wrong and why. Sitting in silence and letting your mind wander on purpose. The result is more clarity. Fewer regrets in life. And growth that actually sticks. One focused hour doesnt just change your day. It rewires your direction. And gives your brain time to connect, create, and course-correct. Think week In the 1990s, Bill Gates called his time away to reflect think week. He used seven days of solitude in a cabin in the forest to read, think, and write about the future.This ability to turn idle time into deep thinking and learning became a fundamental part of who I am, Gates said.The logic is timeless. Consistency beats intensity. An hour a day compounds faster than you think. One book a month, 12 a year. Twelve new mental frameworks. Twelve ways you now see the world differently. You dont have to disrupt your schedule to apply the rule. It doesnt have to be one stretch. You can use pockets of time in the day to get the same impact. An hour is long enough to change your life. And short enough to be doable. Its the sweet spot between wishful thinking and practical results. You can learn a new skill, reflect on what went well or didnt go well in the day. Or simply sit and think without your phone. The return of intentional time to learn, think, or reflect compounds in all areas of your life. The three pillars of the one-hour rule 1. Make learning an active process. Feed your brain something worth reflecting on. Your input will always determine your output. What you feed your brain determines how you decide, how you speak, and how you work. But dont just consume, engage. Reading 10 pages means nothing if youre not putting the ideas to use. Dont just collect information, digest it. If you read about negotiation, go try it on your coworker or someone who can give you feedback. Learning sticks when you take action. Try things. Fail forward. Every time you stretch your understanding, you expand whats possible for you. 2. Reflect on the new knowledge. If learning is the input, reflection is the processing system. Its how you turn experience into usable wisdom. We do not learn from experience . . . we learn from reflecting on experience, says philosopher and psychologist John Dewey. Without reflection, youre basically walking in circles. Lots of movement, no direction. What worked? What didnt? What lesson did you take from whats not working? Write it down. Youll start to see patterns. Habits that hold you back. Decisions that move you forward. Thats your personal feedback loop. Reflection turns problems into clarity. Make sense of your day. What could you have done differently? 3. Think to turn learning into wisdom. Most people are too busy reacting to life. They recycle the same opinions, habits, and ideas. Thinking is how you question your perspective on anything. Its you sitting alone with your mind, connecting dots no one else sees. Its letting your thoughts wander. And then following the interesting ones. I like to do this while walking. Something about movement untangles thoughts. Ive solved more problems in sneakers than behind my desk. Thinking gives your brain the room to process ideas. And when it does, it surprises you. Your mind starts connecting dots when you commit to the rule. You will begin to notice patterns in your own habits, at home and at work. That one-hour-a-day habit can help you handle conflict better, do your work better, or live better at home. Try it. One hour for your own transformation. Just you, your curiosity, and 60 minutes of honest focus. Do that long enough, and youll realize you were not just learning for an hour a day. You were rebuilding your entire life. One hour of learning, reflecting, and thinking daily can put you in control of the direction of your life. Thats the power of the hour. Its small enough to start today. And big enough to change your life. Its how you leap ahead.
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E-Commerce
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