Writing on AI strategy, analytics, data platforms, insurance, risk, and business transformation.https://anthonymeyers.me/https://anthonymeyers.me/blog/20260527_are-you-building-a-roster-or-a-hedge-fund/https://anthonymeyers.me/blog/20260527_are-you-building-a-roster-or-a-hedge-fund/A note for readers who didn't grow up with baseball: you don't need to know the sport to follow this. I'll explain what matters as I go. The team, the players, and the scenarios in this article are fictional. The baseball statistics are synthetic. The Moneyball story is real, and I'll flag clearly when we get there. The business argument is the whole point.Wed, 27 May 2026 00:00:00 GMThttps://anthonymeyers.me/blog/20260610_great-teams-are-built-through-the-middle/https://anthonymeyers.me/blog/20260610_great-teams-are-built-through-the-middle/With the World Cup underway, football is on a lot of people's minds. A sport has helped me explain something I keep seeing in organizations more clearly than any business framework has. The first time I used a sports lens this way, it was baseball — and the roster-building frame I wrote about there still holds. I touched on the midfield idea briefly in the debut episode of Zurich North America's Future of Risk AI miniseries, where I joined Kristen Bessette, Chief Data Officer at Zurich, to talk about what AI is actually delivering so far. This is the longer version of that thought. You don't need to follow football (soccer, for North American readers) to follow this. I'll explain what matters as I go.Wed, 10 Jun 2026 00:00:00 GMThttps://anthonymeyers.me/blog/20260708_the-problem-of-doing/https://anthonymeyers.me/blog/20260708_the-problem-of-doing/Picture a scene most of you have lived through at least once. An organization spends six months building a strategy. There are workshops. A consultant or two. A framework with a name that sounds like an acronym someone is quietly proud of. A deck gets presented to leadership with real conviction. Everyone nods. The document lands on the company intranet. Then, almost imperceptibly, nothing changes.Wed, 08 Jul 2026 00:00:00 GMThttps://anthonymeyers.me/blog/20260721_your-best-idea-already-happened/https://anthonymeyers.me/blog/20260721_your-best-idea-already-happened/Innovation. A word that can inspire a room, terrify a budget committee, and put half a conference audience to sleep, sometimes all in the same meeting. People and organizations spend billions of dollars and thousands of hours a year on it, hire for it, build entire careers and teams around it.Tue, 21 Jul 2026 00:00:00 GMThttps://anthonymeyers.me/blog/20260805_the-forest-is-gone-nobody-noticed-the-trees/https://anthonymeyers.me/blog/20260805_the-forest-is-gone-nobody-noticed-the-trees/A team can execute flawlessly on the wrong thing, and that's the version of failure nobody prepares you for. Not missed deadlines or sloppy work, just a group of capable people, moving fast, polishing a tree that was never part of the forest anyone actually needed. This same pattern shows up in different rooms, different companies, different teams. Individuals who can't hold focus for more than a few minutes at a stretch. Leaders who can list ten priorities but couldn't rank the top three if asked. Neither one is the root cause. They're the same problem, showing up on two different levels of the org chart.Wed, 05 Aug 2026 00:00:00 GMThttps://anthonymeyers.me/blog/20260818_the_door_is_already_open/https://anthonymeyers.me/blog/20260818_the_door_is_already_open/It's 2 a.m. and you're looking at your phone in the dark, at a note titled 'the idea.' You started it two years ago. You've opened it four or five times since, added a line, closed it again. It's the problem you understand better than anyone who's ever tried to solve it, because you've actually lived inside it. If some version of guilt just showed up reading that, the two years, the four or five half-starts, I understand it. Most people carry a version of that note and feel a little bad about it. But guilt isn't the point of this. The door in front of that idea, the one that used to be genuinely locked, is standing open right now, and few have fully realized what that means yet.Tue, 18 Aug 2026 00:00:00 GMThttps://anthonymeyers.me/blog/20260903_i-didnt-know-isnt-an-answer/https://anthonymeyers.me/blog/20260903_i-didnt-know-isnt-an-answer/A director signs off on a project plan that ignores a tool the company already licenses. A manager tells her team no one internally has done this kind of analysis before, when someone two floors down did it eighteen months ago. An employee waits three weeks for a decision that a five-minute search could have made for himself. None of them lied. They just didn't know. For most of history, that was a complete defense. It isn't anymore, and most people haven't updated their behavior to reflect it.Thu, 03 Sep 2026 00:00:00 GMThttps://anthonymeyers.me/blog/20260916_row-boats-and-starships/https://anthonymeyers.me/blog/20260916_row-boats-and-starships/Somewhere in your organization right now, a team is drafting a proposal for a sophisticated new platform to fix a problem that a spreadsheet with three broken formulas is actually causing. Nobody has even opened the spreadsheet. The proposal already has a budget line and a launch date. The technology is almost beside the point. What's actually failing is order. Most organizations have stopped asking whether the simple fix would work before reaching for the disruptive one, whether that's AI, automation, a new platform, or whatever the current wave happens to be. Skipping that question gets expensive long before any advanced technology enters the picture.Wed, 16 Sep 2026 00:00:00 GMThttps://anthonymeyers.me/blog/20261023_analytics-is-leaving-the-dashboard/https://anthonymeyers.me/blog/20261023_analytics-is-leaving-the-dashboard/Analytics is in the middle of a major shift. Artificial intelligence is redefining what it means to be an analyst, how teams are structured, and what value they deliver. The first wave changed how fast an analysis gets built. The waves still coming change who asks for it, who checks it, and who answers for it. Paulo Coelho wrote, "If you think adventure is dangerous, try routine. It is lethal." For an analytics team, the routine is the risk.Fri, 23 Oct 2026 00:00:00 GMThttps://anthonymeyers.me/blog/20261029_the-analyst-becomes-a-conductor/https://anthonymeyers.me/blog/20261029_the-analyst-becomes-a-conductor/In Horizon 2 the stakeholder begins, the agent does the first pass, and the analyst enters where judgment is needed. A conductor knows what each section should sound like and hears the one that is off. For an analyst, that means knowing the business well enough to see that a clean-looking result cannot be right. A lot of analytics work today happens in the back room. A request goes in, the analyst builds, and a deck often comes out days later, after the decision conversation has moved on. Once an agent does the first pass, building is no longer the scarce part. The value moves to the front room, where the stakeholder is looking at forty scenarios and needs someone beside her who can say which three to believe and why. Part 1 said analytics would come to people inside the tools they already use. In Horizon 2 the analyst has to come along with it.Thu, 29 Oct 2026 00:00:00 GMThttps://anthonymeyers.me/blog/20261106_trusted-ai-analytics_will_take_years/https://anthonymeyers.me/blog/20261106_trusted-ai-analytics_will_take_years/The technology for trusted AI analytics works today, inside a single team. Doing it across a whole company, and eventually an industry, requires agreed definitions of what the metrics mean, and that agreement is what takes years. Governance programs, healthcare data standards, and the new semantic standards effort all show the same slow clock. Start the agreement work now, because it sets the pace.Fri, 06 Nov 2026 00:00:00 GMT