Nitin Nohria: “To help leaders better understand which issues truly need their attention—and which do not—I have created a two-by-two matrix that categorizes events according to two dimensions: how they initially present themselves (whether small or large) and how significant they will become over time. (It’s somewhat similar to the Eisenhower matrix, which categorizes events by their current urgency and importance. My matrix, however, considers how events may evolve.) In this article I will describe how CEOs can determine which category issues fall into, craft appropriate responses to them, and communicate their priority to the rest of the organization.”
OnlyCFO: “AI is killing many things and it has accelerated the death of the traditional concept of ARR. If ARR is dying then so are most of the traditional software metrics and benchmarks that we rely on to drive decisions. The issue is that companies are operating as if nothing has changed — they treat everything as ARR and are using the same financial metrics as before. But ARR in 2025 is MUCH different than ARR from just a few years ago. Companies that blend non-traditional ARR types will wake up one day and realize their unit economics are significantly different than they expected. Hint: almost all companies will see their non-traditional ARR growing because of how software is changing due to AI (among other things).“
Larry Fink: “Today, we’re standing at the edge of an opportunity so vast it’s almost hard to grasp. By 2040, the global demand for new infrastructure investment is $68 trillion. To put that price tag in perspective, it’s roughly the equivalent of building the entire Interstate Highway System and the Transcontinental Railroad, start to finish, every six weeks – for the next 15 years.” [Source]
Sangeet Paul Choudary on the Vibe Coding Paradox: “The more frictionless execution becomes, the more it loses value. Value shifts to discernment – knowing what to produce. But instead of adjusting to this shift, most people double down on output. They respond to new capability with more action, not better intention. If execution is no longer scarce, the thinking goes, then the only way to stand out is to do more of it. The result is a kind of productivity treadmill: lots of movement, little meaning. This logic is, of course, flawed and self-defeating. When output becomes frictionless, quantity can become a liability. The more we produce without purpose, the harder it becomes for anyone to distinguish the meaningful amongst the noise.”
