AI Policy is Losing the Race

July 21, 2026

Artificial intelligence is no longer an emerging technology waiting for its moment. It has arrived, scaled, and embedded itself in daily work faster than most governments, schools, and companies seem able to process. Stanford’s 2026 AI Index captures the central fact of the new era: AI capability is still accelerating, adoption is spreading at historic speed, and the systems, institutions, and policy meant to manage the fallout are lagging badly. That mismatch, more than any new model release, is the story that matters.

The numbers no longer support the fantasy that AI is still in an experimental phase. Stanford’s latest report shows generative AI reaching mass adoption with unusual speed, while McKinsey’s 2025 global survey finds that companies are using AI widely but still struggling to turn pilots into deep operational change. AI is everywhere, but institutional absorption remains shallow.

Nations are waking up to the fact that dependence on external models or external compute is not just a business issue. It is becoming a strategic vulnerability.

That gap explains why the labor story is getting so tense. There is now serious evidence that AI can raise output in real jobs. A widely cited NBER study on customer support work found a 14% productivity gain on average, with much larger gains for less experienced workers. But faster work is not the same thing as a settled social contract. Productivity can rise while job ladders weaken, entry-level roles shrink, and managers quietly redesign teams around software rather than people.

The result is a strange economy: companies say AI is important, workers know it is important, and yet few institutions have rebuilt hiring, training, compensation, or evaluation around that fact. AI is not waiting for permission. It is forcing a reorganization that many leaders still describe as a tool rollout.

The second delusion is that AI is mostly a software phenomenon. It is not. It is an infrastructure story, an energy story, and increasingly a geopolitical story. The AI Index argues that frontier development is concentrating around a small number of firms, data centers, and supply-chain choke points. That concern looks even sharper when paired with the International Energy Agency’s Energy and AI analysis, which projects a steep rise in electricity demand from data centers in the coming decade.

This matters because the economics of AI are being shaped by what sits behind the chatbot. Compute capacity, specialized chips, cooling systems, grid access, and water use now matter as much as model cleverness. The IEA’s energy-demand outlook for AI makes clear that efficiency gains will help, but they will not erase the scale effect. More capable systems invite more usage, and more usage pushes infrastructure harder.

The political consequence is obvious. Whoever controls the stack, chips, foundries, cloud platforms, and power, controls more of the future than whoever writes the best marketing copy about “responsible innovation.” That is why the report’s focus on AI sovereignty feels so timely. Nations are waking up to the fact that dependence on external models or external compute is not just a business issue. It is becoming a strategic vulnerability.

Whoever controls the stack, chips, foundries, cloud platforms, and power, controls more of the future than whoever writes the best marketing copy about “responsible innovation.

Policy still looks smaller than the problem, but it is no longer absent. Europe’s AI Act framework has created the world’s most ambitious attempt to regulate AI by risk category. In the United States, however, the Trump administration refuses to consider any real AI regulation, and is trying to prevent states from regulating it as well, instead focusing on pushing the pedal full speed ahead. The US does have risk management tools such as the NIST AI Risk Management Framework. Meanwhile, the OECD AI Policy Observatory now tracks hundreds of national AI initiatives, a sign that governments everywhere know they are behind.

Yet public confidence remains weak, and not without reason. A Pew Research Center survey found a striking gap between AI experts and the public on jobs, the economy, and social impact. Experts see upside. The public sees disruption. Both sides, in different ways, are reacting to the same reality: AI is moving from novelty to structure.

That means governance is no longer a brake on innovation. It is part of the innovation race itself. The countries and companies that win the next phase will not simply build stronger models. They will build more trusted deployment systems, clearer accountability, better workforce transitions, and more resilient public infrastructure.

The most important question in AI has changed. It is no longer whether models will keep improving. They will. The harder question is whether our institutions can improve fast enough to live with them. The real divide in 2026 is not between believers and skeptics. It is between organizations that understand AI as a total system shift, and those still treating it like a clever app. The first group is redesigning for the future. The second is waiting to be overwhelmed.

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About the Author

Dr. Gleb Tsipursky was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with Generative AI. He serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts. Dr. Gleb wrote seven best-selling books, and his two most recent ones are Returning to the Office and Leading Hybrid and Remote Teams and ChatGPT for Leaders and Content Creators: Unlocking the Potential of Generative AI. His cutting-edge thought leadership was featured in over 650 articles and 550 interviews in Harvard Business Review, Inc. Magazine, USA Today, CBS News, Fox News, Time, Business Insider, Fortune, The New York Times, and elsewhere. His writing was translated into Chinese, Spanish, Russian, Polish, Korean, French, Vietnamese, German, and other languages. His expertise comes from over 20 years of consulting, coaching, and speaking and training for Fortune 500 companies from Aflac to Xerox. It also comes from over 15 years in academia as a behavioral scientist, with 8 years as a lecturer at UNC-Chapel Hill and 7 years as a professor at Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio.

Trump Media Pitches Premium Access to Truth Social Posts for Wall Street

July 19, 2026

Trump Media & Technology Group is reportedly offering Wall Street firms faster access to President Donald Trump’s Truth Social posts through a new service called Truth API. According to Reuters, the company has discussed charging as much as $100,000 per month, or $60,000 monthly under a three-year agreement, for the data feed. The service is set to launch on August 1 and will provide real-time access to posts from some of the platform’s most influential accounts.

The offering is aimed at banks, hedge funds, and high-frequency trading firms, where even a slight speed advantage can influence trading decisions. Trump’s social media posts have previously moved financial markets, including a 2025 announcement that paused some tariffs, which triggered a sharp rally in U.S. stocks. Trump Media said the new product will also include an archive of posts dating back to 2022.

The plan has drawn criticism from Democratic lawmakers and ethics advocates, who argue it could allow the president and his family to benefit financially from access to market-moving information. Trump Media has not disclosed pricing publicly or identified customers that have signed up for the service. The company says the Truth API marks its first step into data licensing as it looks to expand beyond its social media business.

Related Readings:

Trump Says Iran Seeks Talks as U.S. Expands Strikes

Trump Opens America’s 250th Anniversary With Political Speech

Supreme Court Rejects Trump’s Birthright Citizenship Order

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Hormuz Maritime Disruption on EU and Asian Supply Chains

July 19, 2026

By Yingzhi Zhang and Byron McKinney

The effects of continued maritime disruption in Hormuz have the potential to further impact supply chains and certain industries will feel it more directly.

Trade restrictions are likely to continue in the Strait of Hormuz even with a peace deal between the US and Iran and while the supply and price of oil is the primary impacted commodity, other products also highlight similar risks. Supply chains for chemicals, autos and electronics firms located in the EU and Asia-Pacific are most at risk of serious disruption.

Risks to European Supply Chains

While many European Union (EU) member states do not have a major dependency on West Asian countries for oil and natural gas, there is a secondary reliance based on the derivative products manufactured from these upstream commodities such as petrochemicals, rare gases and aluminium. These downstream products are crucial to a number of European industries most notably those in the chemical industry and its offshoots. As much as half of all EU imports of major chemicals come from Gulf Cooperation Council (GCC) states. Additionally, dependencies exist for the EU via indirect supply chain and maritime routes with the Asia-Pacific region which supplies to European industries. The biggest EU trading partners in the GCC zone are Saudi Arabia and UAE which have been able to facilitate a degree of oil supply through the Yanbu and Fujairah port terminals respectively but this rerouting of oil and refined products has not been able to offset substantially the reduction in exports from the region.

Risks to Asian Supply Chains

East of the Strait of Hormuz, oil and gas is largely imported to Asian economies from the GCC, yet a variety of derivative mineral items also play an important and distinctive role in Asian economic supply. For example, India’s total imports from the UAE, excluding oil and gas, was the largest of the GCC-6 countries, standing at over US$ 42 billion in 2025, followed by Saudi Arabia at US$ 8.13 billion. Saudi Arabia was the largest among the GCC partners exporting to mainland China with US$9.3 billion non-oil and gas imports in 2025. For the major Asian economies of Japan, Korea, India, China and Australia, over 300 items at the 6-digit Harmonised Schema (HS) code level recorded at least a 10% import dependency from the GCC region. India maintains the highest exposure across minerals, salts, chemicals, plastics and metals. Australia, China, Japan and South Korea have a particular reliance on GCC supply for fertilisers, metal products, chemicals and plastics. Despite the difference in scope and scale of GCC dependency for the EU and Asia, petrochemicals are the stand-out common category for both regions.

Petrochemical Dependencies

A significant majority of chemicals used in high-tech industries are derived from oil and its associated products. Large scale facilities in the GCC region, owned and operated by global commodity verticals, are operationally designed to convert oil and gas into petchems and their derivatives. These downstream goods highlighted in Chart 1 are the most dependent chemicals that the EU imports from the GCC. Chemicals such as Cyclohexane, Diethanolamine and Triethanolamine have absolute EU import values in excess of 70%. These chemicals have a variety of uses in European industry, including agricultural products, industrial solvents, concrete mixtures and plastic components. The associated industries using these chemical products sourced from the GCC are the automotive, technology and semiconductor sectors. German manufacturing and its partner firms in Poland and Hungary are most at risk of all the EU member states.

Chart 1 – Petrochemical EU imports from GCC countries as a percentage of EU imports from the world overall (2025). The size of the bubble corresponds to the absolute import value. (Source: United Nations Comtrade)

An adequate export of petchems and other goods to German and European industry could be further disrupted in the coming months, depending on how the Strait of Hormuz is opened and any potential issues with the Iran-US Memorandum of Understanding (MOU).

Other Sources of Supply

Sourcing commodities and products from other countries and regions is possible, although supply chain shocks are global and have affected the physical ability of other countries to import and export critical goods. Alternative sources of supply for many commodities and products from West Asia including petchems do exist. Important petrochemicals and rare gases can be shipped to some extent via the Arab ports on the Red Sea but at a reduced scale. Furthermore, alternatives from the Far East will likely be constrained in the coming months. Japan and South Korea are the world’s major exporters of Cyclohexane and Para-Xylene (Dimethylbenzene), both used in plastics, fibre and pharmaceutical processing. In the current circumstances it is unlikely these two countries could pick up any slack, as constraints in Hormuz are affecting both Japanese and Korean oil imports. Japan’s significant drawdown on its strategic petroleum reserves since the US/Israel attack on Iran in late February underlines overall capacity constraints. These will impact indirectly EU industries, especially automotive, plastics and the chemical sector. The longer Hormuz remains closed or severely constrained, the higher likelihood that stockpiles in Asia run even lower and EU industry loses multiple sources of critical goods.

Asian Petrochemical Weaknesses

Petrochemicals have an equal importance to the major Asian economies. As Chart 2 shows, a few petrochemical items, such as styrene, rare gas, diethanolamine and ethylene glycol used in cosmetics, fertilisers and textile manufacturing are significant to Asian economies in terms of value and share, as much as they are in Europe. Rare gas imports also demonstrate significance due to its usage in the semiconductor and wider electronics industries across Japan, Korea and Taiwan. The share of GCC supply in each countries total import ranges from 33.1% for Japan to 86% for Australia, with the percentage for China, South Korea and India all above or near 50%. Further differences between Asian and European markets for GCC chemical imports are found in Asia’s strong reliance on urea and diammonium phosphate (DAP) as fertilisers in the agriculture sector.

Chart 2 – Petrochemical Asia and Oceania major economies (Australia, Mainland China, Japan, India, South Korea) import from GCC countries as a percentage of their imports from the world overall (2025). The size of the bubble corresponds to the absolute import value. (Source: United Nations Comtrade)

There are certain petrochemical items appearing in the EU’s top GCC dependency list which are not on Asia’s register. Cyclohexane for example, topped the EU’s GCC import list with a market dependency of 82%, but this same chemical has almost no import significance in Asian economies. However, while Japan has been an exporter of Cyclohexane, its monthly outflows since March have dropped by over 80% compared to pre-Hormuz loadings as the country shifted from export to storage. Equally, the United States export of petrochemicals to the EU in April 2026 quadrupled month-on-month to nearly US$ 17million as Europe looked to manage a GCC supply crunch. Ethylene glycol is imported heavily from the GCC by Asian countries, but when observed at the country level there appears to be a recent rebalance happening. China is one of the key exporters of ethylene glycol and has been increasing its supply since March 2026 after the war broke out, bringing the export in the first five months to a level almost equivalent to its overall total in 2025, at around US$ 34 million.

Import Dependency Extends Further

There are other items outside the petroleum sector which the GCC supplies to EU member states and Asia. Aluminium under its broader ‘metal product’ category is one of them. In Asia, import from the GCC-6 accounts for 15.5% and 14.8% for Japan and India’s total aluminium imports respectively. Plastics also highlights a minor but noticeable exposure to GCC supply for the EU, China and India. The wide applications of such metals and plastics, are more pronounced in the automotive manufacturing sector for body parts and interior fittings.

Conclusion

The Hormuz impact across upstream resources (raw energy commodities), intermediaries (chemicals) and materials (aluminium and plastics) are widely spread across different continents. A ‘single point of failure’ to even a few key items can quickly lead to supply chain imbalances. For downstream, industrial material items, a structural supply imbalance is more likely rather than total supply shock, as alternative sources are still possible for now. Interconnected supply chains though can still put distribution routes however established under pressure. In examples where no stock holding or concentrated source can be utilised as an alternative by firms, a stranglehold is likely to bring disruption to supply with costly price increases.

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About the Authors

Yingzhi Zhang is a specialist in trade and shipping at S&P Global, supporting organisations in commodity trade and shipping with data and insights into freight market and trade flows. She has continual contribution to data-driven insight generation covering topics including supply chain management, international trade and digitisation.

Byron McKinney is a senior director for global risk at Dow Jones, where he focuses on assisting international firms managing their geopolitical and sanctions risk. He has authored papers on maritime sanctions evasion, strategic goods risk management, country specific export control policy and contributed to articles in Politico, Global Trade Review, The Telegraph and TradeWinds on these topics.

Waiting Indonesia’s Long-Gone Leadership in the Region

July 19, 2026

By Darynaufal Mulyaman

Indonesia’s vast mineral wealth and strategic geography position it for regional leadership, but turning potential into influence requires stronger commitments and clearer priorities.

Critical minerals, undersea cables, logistics corridors, and the fast digitalisation wave of cyber, AI, and IT have dominated the headlines of the Asia Pacific and its wider Indo Pacific surroundings for years running, and environmental stress sits quietly beneath every one of them. These are not separate stories. They are interlocking chapters of the same contest over who controls the arteries of the twenty first century economy, and Indonesia sits at nearly every one of those arteries at once.

Indonesia’s Idle Assets

The country holds the world’s largest nickel reserves and, according to the Lowy Institute, now supplies more than half of global nickel output, a dominance that cuts both ways. The Financial Times reported that in April 2026 the Chinese Embassy in Jakarta warned the Ministry of Energy and Mineral Resources that regulatory tightening threatened fifty billion dollars in existing and planned Chinese investment, a reminder that Beijing’s capital still shapes the ownership structure behind Indonesia’s downstream success. Beyond nickel, the archipelagic sea lanes known as ALKI carry a substantial share of regional maritime traffic, while Indonesia’s data centre market, valued near 1.6 billion dollars in 2025, is projected by Mordor Intelligence to reach roughly 3.48 billion dollars by 2031 at a compound annual growth rate above thirteen percent, anchored by Jakarta’s fibre density and Batam’s sub five millisecond latency to Singapore. Sixty submarine cables already connect the archipelago, with roughly a dozen more planned, and its rainforest reserves remain among the planet’s largest carbon sinks. On paper, the ingredients for regional leadership are already assembled, sitting largely idle.

Japan wants to work with this potential rather than around it. Prime Minister Sanae Takaichi’s updated Free and Open Indo Pacific framework, unveiled during her May 2026 visit to Hanoi, places economic infrastructure for the AI and data era, supply chain resilience for energy and critical materials, and public private co creation at its centre, according to Japan’s Ministry of Foreign Affairs and the IISS. That vision has already taken concrete form. Bahlil Lahadalia and Ryosei Akazawa signed a memorandum on critical minerals and nuclear energy cooperation on the sidelines of the Indo Pacific Energy Security Ministerial in Tokyo, while SoftBank and Meta’s newly announced Candle cable will link Japan to Southeast Asia through a landing point in Batam.

Can Tokyo Be Trusted?

Is Japan reliable enough to anchor this cooperation. The 2025 ISEAS Yusof Ishak Institute survey found that close to sixty seven percent of Southeast Asian respondents trust Japan, a figure well above regional rivals, as Foreign Affairs has noted. Tokyo’s own framing has never been about decoupling from China but about defending the rules that keep a fragile regional peace intact. That distinction matters for Jakarta, whose nickel industry remains structurally bound to Chinese capital, personnel, and offtake agreements even as its downstream policy is domestically framed as sovereignty rather than dependence. A pragmatic Indonesia should read Japan’s offer as room to layer capital, technology, and standards onto existing supply chains rather than an invitation to sever them.

Whether the Indo Pacific remains a relevant frame at all is itself contested. Some scholars, writing in the Journal of Current Southeast Asian Affairs, argue that ASEAN centrality has become hard to sustain because major powers increasingly value ASEAN led mechanisms for economics while treating security cooperation as a matter for smaller, more exclusive minilaterals such as the Quad and AUKUS. Others counter that no single power can afford to bypass ASEAN’s convening role, and that the 2019 ASEAN Outlook on the Indo Pacific, itself an Indonesian proposal championed by then Foreign Minister Retno Marsudi, still supplies connective tissue the region cannot easily replace. Rizal Sukma’s decade old warning to CSIS researchers, that Indonesia may need to weigh a life beyond ASEAN if fellow members will not match Jakarta’s commitment, feels freshly relevant as President Prabowo’s diplomacy visibly ranges well past the bloc.

From Bebas Aktif to Strategic Hedging

Indonesia’s own compass appears to be drifting from bebas aktif toward something closer to strategic autonomy with preferred alignments. Free and active remains the official liturgy, repeated by Prabowo as recently as March 2026 amid the Iran crisis, yet the doctrine has stretched to accommodate a Beijing visit yielding ten billion dollars in deals, BRICS accession, a Moscow trip, and membership in the Trump initiated Board of Peace, a sequence that reads less like non alignment and more like calculated positioning across every available pole. Foreign Minister Sugiono’s language of a diplomacy of resilience, unveiled in his January 2026 annual statement, has drawn criticism from East Asia Forum analysts as conceptually thin, a mode of risk management rather than a strategy with clear priorities and acknowledged trade offs.

What the region needs now is less rhetorical branding and more pragmatic, sector specific delivery. Joint mineral processing standards could keep supply chains bankable without surrendering value capture to any single patron. Shared cable landing and repair capacity among ASEAN members would ensure no single chokepoint decides connectivity for the half billion people the region’s digital economy is meant to serve. Data governance rules built ahead of hyperscale capacity, rather than retrofitted afterward, would spare the region the regulatory scramble now visible in Batam and Johor alike. Indonesia is positioned to anchor all three tracks, yet its foreign policy bandwidth is visibly consumed by domestic scrutiny, budget reallocation toward a new sovereign wealth fund, expanding military roles in civilian governance, and criticism over the Board of Peace episode. The consequence, as several observers have noted, is a foreign policy increasingly personalised around the president’s own visibility, one that generates headlines abroad while producing comparatively few binding regional commitments at home, initiatives whose eventual impact on the region trends toward near zero.

The Leadership Still Waiting to Happen

Indonesia’s nickel floor, its sea lanes, its data centre corridor, and its forests are precisely the assets a region contesting minerals, cables, logistics, and technology urgently needs anchored somewhere credible. Japan’s calibrated offer, unlikely to force a binary choice, gives Jakarta room to build without decoupling. What is missing is follow through, the willingness to convert a resilient sounding doctrine into concrete regional commitments rather than another round of personalised diplomacy. Until that happens, the region keeps waiting for a leadership that Indonesia’s own potential has already made overdue.

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About the Author

Darynaufal Mulyaman or Dary is currently an assistant professor at International Relations Study Program, Universitas Kristen Indonesia. His research interests including Soft Power, that include but not limited to Pop Culture, Korean studies, Asia Pacific region, third world, international development, cooperation, and political economy.

References

1. Asialink. (2026, February 3). Authoritarian risks in Indonesia’s foreign policy tilt.

2. CSIS New Perspectives on Asia. (2025, July 30). Ebbs and Flows, ASEAN Centrality Amid Shifting Tides.

3. CSIS Analysis. (2025, November 18). The Strategic Future of Subsea Cables, Singapore Case Study.

4. Crux Investor. (2026, July). The New Nickel Floor, How Indonesia’s Supply Controls Are Reshaping Global Project Economics.

5. East Asia Forum. (2026, February 18). The limits of Indonesia’s resilience diplomacy.

6. Foreign Affairs. (2025, November 4). Japan Can Keep the Indo Pacific Open and Free.

7. IISS. (2026, May). Japan’s update of its Free and Open Indo Pacific framework.

8. Jakarta Post. (2026, March 11). Indonesia still ‘free and active’, Prabowo claims.

9. LSE Ideas / China Foresight Blog. (2026, March 4). Prabowo’s Foreign Policy, China, Russia, BRICS and US Signalling.

10. Lowy Institute. (2025, March 4). The future of Indonesia’s green industrial policy.

11. Ministry of Foreign Affairs of Japan. (2026). Free and Open Indo-Pacific.

12. Mordor Intelligence. (2026, January 6). Indonesia Data Center Market Share and Size 2031 Outlook.

13. Qiao-Franco, G., Karmazin, A., & Kolmaš, M. (2025). The Indo-Pacific and the Next Phase of ASEAN Centrality. Journal of Current Southeast Asian Affairs.

14. RSIS. Sebastian, L. C., & Nurshadrina, D. A. Unpacking Self-Sufficiency in Prabowo’s Free and Active Foreign Policy.

15. w.media. (2026, May 6). More cables set to land in Batam.

Leading Through Supply Chain Volatility: Lessons from Scaling a Cross-Border E-Commerce Business

July 19, 2026

By Saleh Taebi

As global supply chains become increasingly unpredictable, successful e-commerce leaders must build resilient operations, embrace technology, and strengthen supplier relationships to continue delivering exceptional customer experiences.

Supply chain volatility has become one of the defining challenges facing modern e-commerce businesses. From global disruptions and shifting consumer demand to evolving trade policies and transportation constraints, today’s leaders must navigate constant uncertainty while continuing to deliver exceptional customer experiences. Successful supply chain management is no longer just an operational function. It has become one of the most important competitive advantages a business can build.

Why Has Supply Chain Volatility Become the New Normal?

Over the past several years, businesses have experienced unprecedented disruption. The pandemic exposed weaknesses throughout global supply chains, while geopolitical events, inflation, labour shortages, transportation delays, and changing trade policies have continued to reshape how companies operate.

For e-commerce businesses, these challenges are amplified. Customers expect accurate inventory, competitive pricing, fast delivery, and complete transparency regardless of what is happening behind the scenes.

Meeting those expectations requires more than simply reacting to problems as they occur. It requires building an organization designed to adapt quickly. Every disruption presents new challenges and reinforces an important lesson: resilience begins long before problems arise.

Organizations that consistently outperform during uncertain periods invest in systems, supplier relationships, and operational visibility before they become necessary.

How Can E-Commerce Businesses Build a More Resilient Supply Chain?

One of the biggest misconceptions about supply chain resilience is that it can be solved through a single technology platform or supplier.

In reality, resilience comes from diversification.

Whenever possible, businesses should avoid depending on a single supplier, warehouse, shipping provider, or inventory source. Multiple distribution partners create flexibility that allows businesses to continue serving customers even when disruptions occur.

Equally important is developing strong supplier relationships. The best partnerships extend beyond pricing discussions. Open communication, mutual trust, and shared planning often determine how effectively businesses navigate unexpected challenges together.

Technology also plays an essential role.

Real-time inventory synchronization, automated product data, intelligent forecasting, and integrated supplier systems enable businesses to make faster decisions with greater confidence. Rather than manually responding to disruptions, organizations can proactively identify issues before customers are affected.

Why Technology Has Become a Competitive Advantage in Modern E-Commerce

Technology is no longer simply about improving efficiency. It has become a strategic advantage.

As our business expanded across Canada and the United States, automation became essential for managing the complexity of millions of products, constantly changing inventory levels, supplier integrations, pricing updates, and customer expectations.

Real-time inventory visibility allows our teams to identify supply issues earlier. Automated pricing helps maintain competitiveness while protecting margins. Integrated supplier APIs reduce manual work, improve accuracy, and help ensure customers receive reliable inventory information.

Artificial intelligence is also beginning to play an increasingly important role. While AI will not eliminate supply chain uncertainty, it can help businesses analyze trends, forecast demand, identify anomalies, and support faster operational decision-making.

The objective is not to replace experienced people. The objective is to provide them with better information so they can make better decisions.

Why Customer Experience Should Never Be Sacrificed During Supply Chain Disruptions

When disruptions occur, many companies focus exclusively on internal operations.

Customers experience something entirely different.

They care about receiving accurate information, realistic delivery timelines, proactive communication, and reliable service.

Businesses that communicate openly during difficult periods often strengthen customer loyalty, even when delays occur.

Throughout our growth, we have learned that transparency builds trust. Customers appreciate honesty far more than unrealistic promises.

Investing in customer communication, order visibility, and responsive support transforms operational challenges into opportunities to reinforce long-term relationships.

Ultimately, resilience is measured not only by how efficiently a business manages disruption, but by how effectively it maintains customer confidence throughout the process.

What Leadership Lessons Have Shaped Our Cross-Border E-Commerce Growth?

Looking back, the most valuable lessons have had little to do with logistics alone.

Leadership during uncertainty requires making decisions before all the answers are available. It requires investing in technology before immediate returns are visible. It requires building partnerships that extend beyond transactions.

Most importantly, it requires creating a culture that embraces continuous improvement rather than simply responding to problems.

Supply chain resilience is not built during a crisis. It is built through the everyday decisions leaders make regarding technology, people, supplier relationships, and operational excellence.

Organizations that consistently adapt will always be better positioned than those that simply hope conditions improve.

Conclusion

Supply chain volatility is unlikely to disappear anytime soon. If anything, future disruptions will continue to challenge businesses across every industry.

For today’s e-commerce leaders, success depends on far more than managing inventory or negotiating shipping rates. It requires building resilient systems, leveraging technology intelligently, cultivating trusted supplier relationships, and maintaining an unwavering commitment to customer experience.

The businesses that thrive over the next decade will not necessarily be those with the largest supply chains. They will be the organizations that adapt the fastest, make decisions with confidence, and continue delivering value regardless of the challenges ahead.

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About the Author

Saleh Taebi is a Canadian technology entrepreneur and Founder & CEO of CanadaWheels and USAWheels, leading e-commerce platforms for wheels, tires, and automotive parts across North America. He bootstrapped CanadaWheels into an award-winning eight-figure business and continues to drive innovation in automotive e-commerce through technology, automation, and customer experience.

Why Your Marketing Strategy Isn’t Generating Leads, According to Marketing Expert Robin Dimond

July 17, 2026

Fifth & Cor’s founder explains why businesses mistake activity for strategy, and what leaders should do instead.

Businesses today have more marketing channels available than at any point in history. From social media and paid advertising to search engine optimization, email campaigns, brand partnerships, and content marketing, organizations have countless opportunities to reach potential customers. Yet despite investing significant time and resources, many continue to face the same challenge: generating qualified leads.

According to Robin Dimond, Founder and CEO of Fifth & Cor, the problem isn’t a lack of marketing activity. It’s a lack of strategic direction.

Dimond leads Fifth & Cor, a full-service marketing agency that helps brands accelerate growth through brand strategy, partnerships, content, and integrated marketing execution. Throughout her career, she has guided organizations across consumer products, healthcare, aesthetics, automotive, home services, and other emerging industries, giving her a front-row seat to the marketing challenges businesses repeatedly encounter.

“The companies struggling most aren’t necessarily doing too little,” Dimond explained during our conversation. “They’re often doing the wrong things exceptionally well.”

When Marketing Activity Replaces Marketing Strategy

One of the biggest misconceptions Dimond sees is the belief that consistency alone produces results.

Many organizations maintain active social media accounts, run paid advertising campaigns, publish blogs, and send email newsletters. Yet despite checking every marketing box, sales pipelines remain flat.

According to Dimond, that’s because many companies begin with tactics rather than strategy.

Businesses frequently attempt to appeal to everyone instead of defining a clear audience and positioning that differentiates them from competitors. Without that strategic foundation, marketing efforts become disconnected activities rather than coordinated drivers of customer acquisition.

As Dimond puts it, “Visibility becomes credibility. Credibility becomes trust. Trust becomes revenue. Skip a step, and the leads won’t come.”

Brand Awareness Alone Doesn’t Create Customers

Throughout the interview, Dimond emphasized that many organizations confuse brand awareness with lead generation.

Recognition certainly matters, she noted, but visibility alone doesn’t persuade customers to buy.

Consumers first need confidence that a brand can deliver on its promises. That trust is built through consistent messaging, thought leadership, earned media, customer experiences, and authentic credibility.

In increasingly competitive markets, simply attracting attention isn’t enough.

“Visibility gets you noticed,” Dimond said. “Trust gets you chosen.”

Why More Leads Aren’t Always Better

Businesses often celebrate increasing website traffic or growing email databases, but Dimond cautions against treating lead volume as the primary measure of success.

She argues that qualified customer acquisition should always outweigh quantity.

Rather than pursuing thousands of low-quality inquiries, organizations should focus on attracting prospects who closely match their ideal customer profile and have genuine purchase intent.

According to Dimond, that shift alone can dramatically improve sales performance while reducing wasted marketing spend.

Measuring Marketing ROI Beyond Vanity Metrics

Marketing ROI remains one of the industry’s most misunderstood concepts.

Dimond believes many executives continue relying on vanity metrics, including impressions, likes, followers, and engagement, while overlooking the measurements that truly matter.

Even organizations focused on attribution often rely too heavily on last-click reporting, despite today’s increasingly complex customer journeys.

Consumers rarely convert after a single interaction. Instead, they engage with brands across multiple platforms before making purchasing decisions.

For that reason, Dimond recommends evaluating the complete customer journey rather than assigning success to only the final interaction before conversion.

When an In-House Marketing Team Needs Outside Expertise

Another common challenge involves expecting internal marketing teams to perform too many specialized functions simultaneously.

Dimond frequently encounters businesses asking one employee to manage strategy, content creation, design, photography, videography, analytics, public relations, advertising, and reporting.

She believes that’s often a sign the organization needs additional strategic support rather than simply more effort from existing staff.

Whether through outsourced marketing, consulting, or agency partnerships, outside expertise can provide specialized skills while allowing internal teams to focus on execution and long-term priorities.

“The businesses that scale fastest aren’t necessarily the ones with the biggest internal departments,” Dimond observed. “They’re the ones that know when to bring in the right expertise.”

Successful Product Launches Begin Long Before Launch Day

Product launches were another area where Dimond believes companies frequently miss opportunities.

Many businesses concentrate their efforts on generating excitement for launch day itself while overlooking the preparation required beforehand.

According to Dimond, successful product launches educate audiences well before release, communicate the transformation customers can expect, and provide clear next steps when interest is highest.

Momentum, she argues, should continue well beyond the launch announcement rather than ending once a campaign goes live.

Strategic Partnerships Create Faster Growth

One of the most underutilized opportunities in modern marketing, according to Dimond, is strategic brand partnerships.

Collaborating with complementary businesses allows companies to reach audiences that already trust another organization, reducing the time and investment typically required to build credibility independently.

Rather than relying exclusively on paid advertising, partnerships can accelerate marketing growth by combining audiences, expertise, and reputation.

“The brands winning today aren’t simply spending more,” Dimond said. “They’re building together.”

Marketing Success Begins With Strategy

Before increasing advertising budgets or adding new marketing channels, Dimond recommends that business leaders first evaluate their strategic foundation.

That includes reviewing messaging, website performance, SEO, customer experience, brand positioning, and the consistency of every customer touchpoint.

Marketing becomes significantly more effective when every initiative supports the same business objective.

Her central message is straightforward: sustainable growth isn’t created by doing more marketing. It’s created by aligning every marketing effort with a clear strategy designed to build trust, improve customer acquisition, and deliver measurable marketing ROI.

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Trump Says Iran Seeks Talks as U.S. Expands Strikes

July 16, 2026

President Donald Trump said Wednesday that Iran wants to return to negotiations, even as the U.S. military launched another round of strikes against Iranian targets, raising fresh concerns that the conflict could deepen.

Speaking before an event in Pennsylvania, Trump said his administration had received word that Tehran wanted to meet and reach a deal. Around the same time, U.S. Central Command confirmed it had carried out a second wave of attacks within 12 hours, targeting Iranian military sites it said threatened shipping through the Strait of Hormuz. Iran, however, continued to project a defiant stance, with senior officials saying the country remained ready to fight while leaving the door open to diplomacy.

The latest escalation follows several days of military exchanges between Washington and Tehran, with oil prices remaining elevated as investors watch for possible disruptions to energy shipments through the Gulf. Trump has also warned that additional strikes could target Iranian infrastructure if negotiations fail.

Security analysts said the conflict shows little sign of ending soon. Some warned that without a clear diplomatic breakthrough, the fighting could turn into a prolonged low-level conflict, increasing risks for regional stability, global energy markets and international shipping.

Related Readings:

U.S. and Iran Hold New Talks as Strait of Hormuz Dispute Raises Tensions

U.S. Lifts Iran Blockade as Leaders Move Ahead with Fragile Peace Deal

U.S.-Iran Deal Progress Made, But Major Questions Over the Agreement

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The Power of Clear Numbers: How Financial Visibility Drives Business Growth

July 16, 2026

Most business decisions eventually come back to the numbers. The problem is that numbers on their own don’t always explain what’s really happening. Sales may be climbing while margins quietly shrink. Cash in the account might look healthy today, yet several large payments are due within weeks. Looking at one figure without the wider picture often creates false confidence.

Financial visibility closes that gap. It gives business owners and managers a clearer understanding of where money is coming from, where it’s going, and whether current performance matches expectations. That doesn’t guarantee better results, but it does make decisions less dependent on guesswork. Over time, that difference becomes easier to notice than many people expect.

Businesses also generate far more financial information than they did a decade ago. Accounting software, payment platforms, payroll systems, and inventory tools all produce useful data, but having access to more information doesn’t automatically make decision-making easier. In many cases, the challenge is deciding which figures deserve attention and which simply create noise.

The businesses that make steady progress usually aren’t the ones producing the most reports. They’re the ones turning financial information into something practical. A clear picture of cash flow, profitability, and performance gives leaders a stronger basis for everyday decisions, whether they’re planning to hire, invest, or simply improve the way the business operates.

Why Management Reporting Is the Backbone of Sustainable Growth

Accounts prepared for tax purposes tell one story. Management reporting tells another.

Instead of simply recording what happened last month, good reporting explains how different parts of the business are performing while there is still time to react. That might mean spotting a project that’s becoming less profitable or noticing that overhead costs have been creeping up for several months.

Often, businesses turn to trusted management reporting services because raw financial data isn’t always easy to interpret. Well-designed reports bring together the figures that actually matter rather than burying them in lengthy spreadsheets.

After a while, those reports become part of everyday decision-making. Conversations move away from checking whether the numbers are correct and toward discussing what they actually mean for the business.

How Cash Flow Visibility Helps Leaders Make Better Decisions

A business can report a healthy profit and still find itself under pressure if cash arrives later than expected. That’s why cash flow deserves attention all year instead of only when problems appear.

Looking ahead a few months often changes the timing of important decisions. Hiring plans may be delayed slightly. Equipment purchases can be scheduled more sensibly. Suppliers can be paid without creating unnecessary pressure elsewhere.

Forecasts don’t need to predict every cost perfectly. They simply need to provide a realistic picture of what’s likely to happen if current trends continue.

Many businesses also notice that cash follows familiar patterns throughout the year. Once those seasonal changes become clear, planning tends to feel less reactive and much more controlled.

Why KPIs Matter More to Growth Than Revenue Figures Alone

Revenue usually attracts the headlines, yet it rarely explains whether a business is becoming stronger.

A company may increase sales every quarter while customer acquisition costs continue rising. Another may generate lower revenue but keep far more of each dollar through better margins and tighter cost control. Looking only at turnover hides those differences.

That’s where carefully chosen KPIs become useful. Measures such as gross margin, customer retention, average payment time, or project profitability often reveal changes long before they appear in annual accounts.

The exact measures vary from one business to another, and they should. The goal isn’t to monitor dozens of statistics. It’s to keep an eye on the handful that genuinely influence future performance.

How Financial Transparency Earns the Confidence of Investors

Investors rarely expect flawless results. They understand that markets change and that performance moves up and down.

What usually matters more is whether the financial information feels complete and consistent. If reporting clearly explains where revenue comes from, how costs are changing, and what risks exist, conversations become much easier.

The opposite is equally true. Missing information, changing reporting methods, or unexplained movements in the figures quickly raise questions that could have been avoided.

Confidence tends to grow through steady reporting over time. Even difficult results are easier to understand when they’re presented clearly and supported by straightforward financial evidence.

How Financial Clarity Becomes the Foundation for Faster Scaling

Growth often creates problems that weren’t visible when the business was smaller. More staff, additional suppliers, larger inventories, and higher operating costs all increase the number of financial decisions being made every week.

Without reliable reporting, small issues can stay hidden for months. An unprofitable service, rising operating expenses, or slower customer payments may not seem significant on their own, but together they can slow growth considerably.

Clear financial information makes those trends easier to spot before they become expensive. Expansion plans can be tested against realistic forecasts instead of assumptions, and pricing decisions become much easier to justify.

Businesses rarely outgrow the need for financial visibility. If anything, the opposite tends to happen.

Could clearer numbers unlock faster business growth?

Business growth depends on many things, but clear financial information sits behind almost all of them. Hiring, investment, pricing, borrowing, and expansion become easier to evaluate when the numbers reflect what’s actually happening inside the business. That doesn’t mean every decision becomes easy. Uncertainty never disappears completely.

Still, businesses with a strong understanding of their finances usually spend less time reacting to surprises and more time planning. Clear reporting, sensible forecasting, and meaningful performance measures won’t guarantee growth, but they do give decision-makers a much firmer place to start.

Financial visibility also becomes more valuable as a business grows. Larger operations naturally create more moving parts, making it harder to spot small issues before they affect performance. Keeping financial information clear and consistent helps leaders respond with confidence instead of relying on assumptions. Over time, that steady approach often supports stronger decisions than chasing headline figures alone.

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The Cognitive Edge: How the World’s Sharpest Leaders Protect Their Most Important Asset

July 15, 2026

There is a conversation happening quietly among the world’s highest performing leaders. Not in boardrooms or investor calls. In the private moments, when a decision that once came instinctively now requires more effort. When a week of travel leaves a residue of fatigue that did not used to linger. When the sharpness that built empires feels, for the first time, slightly less reliable than it once was.

Most leaders attribute it to stress, schedule, or simply the cost of operating at the highest level for a long time. They optimize their sleep, adjust their supplements, and push through. What very few of them consider is that what they are experiencing may have nothing to do with their habits and everything to do with the one asset they have never had a precise way to measure.

The brain.

Leaders spend considerable resources protecting their financial assets, businesses, reputations, and physical health. Yet the asset responsible for generating all of those things, the brain that makes every decision, builds every relationship, drives every strategy, and sustains every competitive advantage, receives the least sophisticated attention of all. Dr. Eric Rawlin, founder of The Finery and creator of Neural Pathway Integration (NPI), has spent twenty-three years studying exactly that. What he has found is both revealing and deeply encouraging.

The brain is not simply an organ. It is the control center of the entire human system. Clarity, energy, recovery, hormonal balance, immune function, physical performance, and emotional resilience all flow directly from how clearly the brain is communicating with the body it governs. When that communication is strong, leaders perform with ease and precision that feels natural. When it begins to degrade, performance becomes effortful in ways that are difficult to identify and even more difficult to address through conventional means. The challenge, Dr. Rawlin explains, is that until now, no one has had a precise clinical tool for measuring it.

The Finery, located in Layton, Utah, is the only clinical practice in the country devoted entirely to measuring, treating, and optimizing Cognitive Acuity, the measure of how clearly and efficiently the brain is communicating, regulating, and directing everything the body depends on. At the center of its diagnostic process is the Cognitive Acuity Scan, a state-of-the-art brain imaging assessment that goes considerably further than conventional MRI and neurological testing was ever designed to reach. Using advanced diffusion tensor imaging technology, the scan analyzes thirty-three white matter markers within the brain, the neural pathways and fiber tracts responsible for carrying signals between regions that govern cognition, coordination, emotional regulation, and executive function.

White matter is the brain’s communication infrastructure. When integrity across those thirty-three markers is strong, cognitive performance is sharp, decisions arrive with clarity, and the brain recovers efficiently from demand. When white matter pathways show signs of strain or disruption, the consequences manifest as exactly the experiences that high-performing leaders so often dismiss as the inevitable cost of a demanding life. The Cognitive Acuity Scan makes the invisible visible, giving leaders a precise picture of how their brain’s communication infrastructure is actually performing, where performance gaps exist, and where the greatest opportunities for restoration and optimization lie.

What Dr. Rawlin consistently observes among leaders and high performers who come to The Finery is a pattern that conventional healthcare never catches. Clients whose standard medical panels look perfectly clean, whose neurological assessments raise no flags, and whose external performance metrics remain impressive, yet whose Cognitive Acuity Scans reveal white matter pathways operating well below their potential. The brain is extraordinarily good at compensating, maintaining output through remarkable neurological resourcefulness long after the underlying communication infrastructure has begun to strain. The result is a leader who appears to be performing at their best while the reserves supporting that performance quietly diminish over time.

Once the Cognitive Acuity Scan establishes a precise picture of where the brain’s communication infrastructure stands, Dr. Rawlin develops a personalized care plan using Neural Pathway Integration, the clinician-developed, hands-on methodology he created and refined across three decades of practice. NPI works directly with the neural pathways that have become disrupted or underperforming, restoring clarity and efficiency through precise, non-invasive, hands-on input that reopens pathways that have dimmed and strengthens the connections that cognitive performance, physical resilience, and long-term health all depend on. Progress is measured through follow-up Cognitive Acuity Scans, giving clients objective, comparative data that shows precisely how the brain has responded to care.

The leaders who will define the next decade are those who understand that sustained high performance begins with a brain communicating at its finest, and who invest in protecting that asset with the same precision and intention they bring to everything else they have built. The brain is not simply where leadership begins. It is where longevity, healthspan, and competitive edge are either protected or quietly surrendered. At The Finery, the choice to protect it has never been more precise, more measurable, or more available.

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Dr. Eric Rawlin is the founder of The Finery, the only clinical practice in the country devoted to measuring, treating, and optimizing Cognitive Acuity, and the creator of Neural Pathway Integration. Located in Layton, Utah, The Finery serves clients nationally and internationally seeking the most advanced approach to brain health and human performance available. To learn more, visit theFineryus.com.

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The AI Management Advantage Will Decide The Next Productivity Race

July 15, 2026

By Dr. Gleb Tsipursky

The next advantage in business will come from leaders who can manage machine labor as deliberately as they manage people. Professor Ethan Mollick at Wharton framed this as AI management after watching executive MBA students use ChatGPT, Claude, Gemini, Claude Code, and Google Antigravity to build working startup prototypes in four days.

The lesson for executives is blunt: the scarce skill moves from doing every task to defining work clearly enough that a fast, cheap, imperfect system can produce useful work without creating a mess.

McKinsey’s 2025 global survey shows how quickly this has moved from novelty to operating challenge. The firm found that 88% of respondents reported regular AI use in at least one business function, while 62% said their organizations were at least experimenting with AI agents. Yet nearly two-thirds still had not begun scaling AI across the enterprise. That gap matters. Tools spread faster than managerial discipline, and broad access without clear delegation standards turns into scattered activity rather than business value.

A task becomes worth delegating to AI when the expected savings exceed the time spent instructing, checking, correcting, and integrating the work.

OpenAI’s GDPval evaluation shows why this shift raises the value of management. It tested model performance on 1,320 specialized tasks from 44 knowledge-work occupations, using deliverables such as briefs, spreadsheets, diagrams, slides, and care plans. OpenAI reported that models could complete some tasks roughly 100 times faster and cheaper than experts, while warning that those figures exclude human oversight, iteration, and integration into actual workplace systems. That caveat contains the whole management problem. A task becomes worth delegating to AI when the expected savings exceed the time spent instructing, checking, correcting, and integrating the work.

The danger comes from assuming that every polished output deserves trust. In a field experiment with 758 Boston Consulting Group consultants, researchers described a jagged frontier where consultants using GPT-4 completed 12.2% more tasks, finished 25.1% faster, and produced more than 40% higher-quality work on tasks inside AI’s capability range. On one task outside that range, consultants using AI were 19 percentage points less likely to reach the correct answer.

The same tool helped on one class of work and hurt on another. Managers who cannot tell the difference will scale errors along with output.

Other workplace evidence points in the same direction. In an NBER study of 5,179 customer support agents, access to a generative AI assistant increased AI productivity by 14% on average and by 34% for novice and lower-skilled workers, with minimal impact on highly skilled workers. That finding should reshape how companies train employees.

A 2026 benchmark across 263 O*NET skill tasks found an AI skills shift: models scored highest on math and programming, lowest on active listening and reading comprehension, and 78.7% of observed interactions involved augmentation rather than automation. AI can spread the patterns of stronger performers, but only when the work process has enough structure for the model to imitate and enough supervision for people to learn rather than copy blindly.

The work itself has started moving from asking to delegating. The Anthropic Economic Index, based on a privacy-preserving analysis of 1 million Claude.ai conversations and 1 million API transcripts, found that directive task delegation rose from 27% to 39% over eight months, a practical sign that agentic AI is changing how people hand off work. This does not make every employee a technologist. It makes every employee a manager of something that can draft, search, analyze, summarize, code, and act with uneven reliability.

Microsoft’s Work Trend Index makes the organizational implication explicit. Based on survey data from 31,000 workers across 31 countries, LinkedIn labor-market trends, and Microsoft 365 productivity signals, the report describes AI workflows moving from assistants to digital colleagues to agent-run processes checked by humans. It also found that 81% of leaders expected agents to be moderately or extensively integrated into company AI strategy within 12 to 18 months. The new question for leaders becomes practical: how many agents should one person supervise before review quality collapses?

That question matters because bad delegation creates fake productivity. Harvard Business Review has warned about AI workslop, the polished, low-substance output that shifts the real labor onto colleagues who must decipher, fix, or redo it. Workslop usually comes from a predictable failure: someone asks AI for a deliverable without supplying context, criteria, audience, constraints, or a verification step. The output looks finished because the prose looks confident. The work remains unfinished because no one managed the assignment.

Agents also introduce a governance problem that ordinary chatbots did not create at the same intensity. The 2025 AI Agent Index documented 30 state-of-the-art systems and found that many developers disclosed little about safety practices, evaluations, and societal impacts, which makes AI agent governance harder for firms that want to deploy tools responsibly.

A manager who gives an agent access to files, email, calendars, code repositories, or customer systems has delegated authority, not just a task. Authority requires boundaries, logging, permissions, and a clear escalation path. A 2026 paper on governance by design argues that scalable autonomy depends on concrete architectural and working arrangements that define what agents may do, what tools and data they may use, how memory works, and how performance improves over time.

The companies pulling ahead appear to understand this as an operating model issue. BCG reported that future-built firms expect twice the revenue increase and 40% greater cost reductions than laggards in areas where they apply AI, and its AI value gap analysis emphasizes workflow redesign, value tracking, human-machine collaboration, talent development, and data foundations. The uncomfortable implication is that AI will not rescue weak management. It will reveal it faster.

Adoption should also respect what workers want automated. A WORKBank audit of 1,500 domain workers and 844 occupational tasks found that future of work choices split across automation green lights, automation red lights, research opportunities, and low-priority zones, with 45.2% of occupations showing equal human-agent partnership as the dominant preferred level.

The uncomfortable implication is that AI will not rescue weak management. It will reveal it faster.

Business leaders should stop treating prompt libraries as the center of AI strategy. A good prompt helps, but a good assignment matters more. Every serious AI delegation should define the objective, the audience, the decision the output will support, the constraints, the examples of acceptable work, the failure modes to check, and the point at which the AI should stop and ask for human direction. That structure looks less like magic and more like competent management, which explains why experienced managers often adapt faster than technically fluent dabblers.

The best near-term return will come from a simple habit: delegate the first draft of high-effort, medium-risk work, then make review explicit. Ask the AI to produce the deliverable, explain its assumptions, list uncertainties, identify sources, and propose tests for its own output. Then assign a human owner to judge whether the work meets the standard. That rhythm turns AI from a toy into leverage.

The broader lesson for AI adoption at work is straightforward. Organizations do not need everyone to become a software engineer. They need people who know what good work looks like, can explain it clearly, can evaluate it without being dazzled by fluent nonsense, and can redesign workflows around faster cycles of delegation and review. In the agentic AI era, management becomes more important, not less. The leaders who win will treat AI as abundant labor that still needs direction, supervision, and judgment.

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About the Author

Dr. Gleb Tsipursky was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with Generative AI. He serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts. Dr. Gleb wrote seven best-selling books, and his two most recent ones are Returning to the Office and Leading Hybrid and Remote Teams and ChatGPT for Leaders and Content Creators: Unlocking the Potential of Generative AI. His cutting-edge thought leadership was featured in over 650 articles and 550 interviews in Harvard Business Review, Inc. Magazine, USA Today, CBS News, Fox News, Time, Business Insider, Fortune, The New York Times, and elsewhere. His writing was translated into Chinese, Spanish, Russian, Polish, Korean, French, Vietnamese, German, and other languages. His expertise comes from over 20 years of consulting, coaching, and speaking and training for Fortune 500 companies from Aflac to Xerox. It also comes from over 15 years in academia as a behavioral scientist, with 8 years as a lecturer at UNC-Chapel Hill and 7 years as a professor at Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio.