Selling a truly new idea takes patience in challenging old ideas and explaining things simply and in small enough chunks, over sometimes very long periods of time.

Complex problems of the future will not be solved by applying narrow functional and disciplinary training, and tools and approaches of the past. The Horizon scandal should give us pause.

Open AI's stakeholders the world over are currently bearing systemic risk and uncertainty at a massive scale while the leadership situation is resolved. The trust dented may take longer to recover.

My six years as a director and trustee on the board of London Metropolitan University have seen me serve in many roles and now that capacity comes free and I look forward to my next boards.

It takes both a willing, welcoming and committed board, and a committed board apprentice to make the experience worthwhile for both sides. Start with the "why?" and whether you are ready!

Generative AI tools may be able to crawl the web and extract things for us with one prompt; we still need to know something, recall it, frame our query sensibly for the generative AI tools to return something meaningful for us.

The discussion at the Design Museum surfaced many themes useful to designers, marketers and others who work with people across ages and stages of life.

Our ultimate future self is dead. For this future we design the path we take there, the state in which we arrive there, and getting right (more or less) the timing of when we arrive there. It would be a bonus to be able to choose the manner of dying.

Leaders and boards must create a truly inclusive organisational culture before requiring or nudging the neurodiverse or other kinds of different persons to disclose their difference.

"Born" or "made" is a false dichotomy - nearly everyone is "born" with the potential to be "made". Whether they realise the potential is often a more complex function than dichotomies often cannot address.