Published Perspectives
Insights & Monographs
Essays and diagnostic frameworks by Aarohi Sen examining why strategies stall after boardroom approval, how incentives distort executive alignment, and where synthetic fluency masks structural risk.
The Alibi Machine: Plausible Deniability and Fiduciary Accountability in Enterprise AI
Enterprise AI gave knowledge workers speed. It also gave them an alibi. By placing an algorithmic intermediary between intent and execution, corporate platforms dilute individual accountability unless leaders enforce an adversarial dialectic.
Software Patches on Frozen Baselines: The Mechanics of AI Workslop
Complete Essay Index (9)
Cutting the Joins: The Anatomy of Senior Workslop and the Two-Turn Ceiling
Junior workslop corrupts factual accuracy. Senior workslop is far more expensive: experienced directors stacking multi-turn strategic constraints until the model preserves executive vocabulary and amputates the causal bridge.
The Death of the Red Pen: Why Formatting Is Being Mistaken for Capability
In strategy and advisory work, insight is the byproduct of friction. When organisations mistake polished synthetic formatting for analytical capability, they sever the apprenticeship loop from both ends.
The Leapfrog Delusion: Sophia, Phronesis, and the Missing Entry Rung
Language models generate sophia (theoretical fluency) in four seconds. What boards actually pay for is phronesis (practical wisdom forged through operational friction). You cannot step onto the second rung of judgment after dissolving the first.
Dismantling the Leverage Machine: What the Consulting Pyramid Was Actually Teaching
David Maister codified the professional services pyramid in 1993 as an FTE billing engine. Yet every layer of that hierarchy was performing hidden judgment work that looked like mechanical output.
Pushing Beyond the False Alignment Trap: Why Executive Offsites Cannot Fix Broken Incentives
Structured debate at a strategy offsite creates consensus inside a facilitated room. Six months later, the operating model reasserts itself unless boards instrument decision latency and restructure conflicting economics.
The Accidental CXO: Permanent War Rooms and Parallel Power Structures
Crises end. What boards are governing today is a permanent operating environment of simultaneous shocks. The corporate nerve center has created an unchartered C-suite role whose organisational risks go entirely unmeasured.
The AI Succeeded. That Was the Problem.
Three teams built three AI agents. Each one was fast, accurate, and genuinely useful. And each one became a forensic record of the gap between the company’s declared strategy and the priorities its scorecards actually rewarded.
Alignment Is Often a Polite Word for a Ceasefire: The Clearing and the Trade-Off Log
When an executive team aligns on a transformation, they are usually signing a non-aggression pact to leave personal KPIs untouched. Real execution requires The Clearing and a forensic Trade-Off Log.
Priority Debt: What We Misdiagnosed as Change Fatigue
Management consulting has spent decades blaming transformation failure on change fatigue and cultural resistance. Those are symptoms. The structural disease is Priority Debt.