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Be a great leader with these 10 principles

  Bob Iger is one of the most influential business leaders of our generation. Few CEOs have led a company of Disney's scale through so many waves of technological disruption, industry transformation, acquisitions, creative reinvention, and changing consumer behavior. His longevity alone is remarkable. Iger first served as Disney's CEO from 2005 to 2020, remained Executive Chairman through 2021, returned as CEO in 2022, and led the company until March 2026. Like any long-serving leader, Iger's tenure has not been without controversy. Some of his decisions continue to be debated, and reasonable people will disagree on parts of his legacy. But regardless of where one stands on those issues, The Ride of a Lifetime contains leadership lessons worth studying for anyone interested in leading organizations through change. I wanted to understand what made him tick, so I picked up The Ride of a Lifetime , a book I first read seven years ago. It is a wonderfully told story, except th...
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What’s next AI

  It feels as if every week brings another generative AI announcement. A new model. A new agent. A new promise to transform the way we work. But the most important shift in 2026 is not simply that AI can produce better answers. It is that AI can increasingly take action: gather information, use tools, move between applications, and complete complex steps in a workflow. That is an exciting change, but it calls for perspective. It does not mean we have reached Artificial General Intelligence (AGI), or that agents can reliably run entire businesses on their own. The question for leaders is more immediate: Where can AI execute valuable work today, and how do we remain accountable for what it does? From Features to Workflows Google’s Pixel ecosystem offers a clear glimpse of this shift in everyday technology. Driven by Pixel hardware updates and Gemini Intelligence on Android , devices are moving beyond answering passive questions toward proactive suggestions and multi-step execution a...
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