Editor’s pick Business & Economics
In this interview, I spoke to Professor Jared Diamond, Pulitzer Prize-winning author of Guns, Germs, and Steel, about when individual leaders genuinely change outcomes. We discussed discretion, timing, his Hamlet Test for irreplaceability, assassination as a…
In this interview, I spoke to Jesper Kouthoofd, founder of Teenage Engineering, about why he still refuses the title of designer, why he thinks every product is an illusion and the honest…
In this interview, I spoke to Jonathan Caplan KC, one of Britain's most senior barristers, who has spent 50 years applying the evidentiary standards of the criminal Bar to unidentified anomalous phenomena.…
In this interview, I spoke to Michelle Gielan, positive psychology researcher, former CBS Morning News anchor and author of Resilient Optimism, about why optimism is a set of behaviours rather than a…
In this interview, I spoke to Major General Arthur Denaro, who led his regiment through sixteen kilometres of minefield to liberate Kuwait and was Chief of Staff of UN forces in Bosnia.…
In this interview, I spoke to Ian Proud, a former British diplomat and Foreign Office crisis expert, who drove nine hours into the 2004 tsunami zone on Boxing Day. We discussed what…
In this interview, I spoke to Professor Anthony Kaldellis, who argues the eastern Roman Empire was no absolutism but a polity governed by consent, where rulers who misread the public mood were…
In this interview, I spoke to Dr Tom McClelland, the Cambridge philosopher who argues we should be agnostic about AI consciousness. We discussed why language models have broken humanity's tools for detecting…
In this interview, I spoke to Professor Michael Levin, who argues that cognition came before life rather than after it. We discussed bioelectric "cognitive glue", xenobots and anthrobots, why six lines of…
Voices in the archive
From the archive
“Pinpoint accuracy isn't as significant as one might think. A reasonably good estimate can still greatly assist in managing these environmental issues far better than not attempting to calculate it at all.”
“The only real competitive advantage that's durable is cost and innovation – as long as innovation happens along the trajectory that takes into account stakeholders, not just shareholders. Your customers, employees, shareholders, and communities in which you operate are all stakeholders. If you innovate, you need to think about all these groups – and then, guess what, the shareholders will benefit.”
“Innovation is a skill, a teachable skill, just like management. If you focus on a handful of key principles, you can effectively drive innovation in any type of business. Innovative companies are not afraid of failure – they're willing to take risks, fail forward, learn from missteps, pivot, and keep going.”
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