Back2Basics: Reconnecting to the essence of YOU
Sep 28, 2026 · 44 min · 10 segments
Learn More about Andrew at: https://www.linkedin.com/in/alopianowski/ ### SHOW NOTES 🌍 1:54 Andrew grew up traveling due to his father's work as a telecommunications engineer 🧠 4:35 Realized he…
So you of course are doing a lot of, uh, very interesting things, uh, right now and, and, and are, I think, ahead of the curve in terms of, you know, when you hear AI, organizational transformation.
Like, a lot of people I find focus on the technology itself- But they forget that the technology used in a way, in a responsible way, sometime ...
I'm in telecom, so I, I am sure I will have very good, uh, good conversations with your dad too.
But you see the, the workflows are often not understood, are out of sight, and so when there's a huge, uh, technology change or enabler and people don't look into it, it, it creates a bigger, bigger chaos than before.
So you decide to write a book about it, you speak about this, so tell me a little bit about the book first, and then we'll get into the nitty-gritty of, of, of your work.
Well, it's, um, it's kind of the culmination of a lot of questions and a lot of research that my co-author and I have been doing, you know, ostensibly our entire careers but, you know, probably most, most poignantly in the last 10 years or so.
It, it, the real problem is actually outdated structures and, and ways of working, the way that organizations are ...
You know, we're trying to run, you know, essentially agentic economies going forward on 19th century industrial models, so that i- in our view, technology actually is a real enabler.
I think AI can, can really bring a lot of value and overcome a lot of the human, believe it or not-
But the problem is at the moment it's being plugged into an organizational system that isn't designed for this.
... you'll just start spinning in circles and going really fast, but, but not going anywhere useful.
[laughs] Essentially our, our book is really a culmination of our research played out as a blueprint for, for executives around ...
We all know, I think, maybe that's unfair of me to say, but certainly all the exec teams I work with, there's a feeling of they're ...
I sometimes use the term, it's about, a bit dramatic, but they're, they're almost on their knees.
So you of course are doing a lot of, uh, very interesting things, uh, right now and, and, and are, I think, ahead of the curve in terms of, you know, when you hear AI, organizational transformation.
Like, a lot of people I find focus on the technology itself- But they forget that the technology used in a way, in a responsible way, sometime ...
I'm in telecom, so I, I am sure I will have very good, uh, good conversations with your dad too.
But you see the, the workflows are often not understood, are out of sight, and so when there's a huge, uh, technology change or enabler and people don't look into it, it, it creates a bigger, bigger chaos than before.
So you decide to write a book about it, you speak about this, so tell me a little bit about the book first, and then we'll get into the nitty-gritty of, of, of your work.
Well, it's, um, it's kind of the culmination of a lot of questions and a lot of research that my co-author and I have been doing, you know, ostensibly our entire careers but, you know, probably most, most poignantly in the last 10 years or so.
It, it, the real problem is actually outdated structures and, and ways of working, the way that organizations are ...
You know, we're trying to run, you know, essentially agentic economies going forward on 19th century industrial models, so that i- in our view, technology actually is a real enabler.
I think AI can, can really bring a lot of value and overcome a lot of the human, believe it or not-
But the problem is at the moment it's being plugged into an organizational system that isn't designed for this.
... you'll just start spinning in circles and going really fast, but, but not going anywhere useful.
[laughs] Essentially our, our book is really a culmination of our research played out as a blueprint for, for executives around ...
We all know, I think, maybe that's unfair of me to say, but certainly all the exec teams I work with, there's a feeling of they're ...
I sometimes use the term, it's about, a bit dramatic, but they're, they're almost on their knees.
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