10/7/2026 | Daily AI News from GAI Insights

Thanks, John.

So the first one that we have for today comes from Harvard Business Review, and it is titled, There's No Such Thing as an ERAD Culture.

All right.

Here we are with our friends at Korn Ferry, the big, for those of you who don't know, there are four global firms in the kind of Western and European tradition.

There's Korn Ferry, Spencer Stewart, Egon Zender, and... uh, hydrogen struggles are usually the four biggies.

So this is corn fairies among the biggest, if not the biggest they're publicly traded.

So it's a, this is a very influential executive search firm.

All right.

Alden, I think you're on this one.

Yeah.

So I would mark this as important.

And I know I'm going to get pushback from John on this.

So let's figure out what this is.

It's so predictable.

I guess you have it against all these HBR articles.

No, I just have a...

Anyway, I'll get into my criticism.

Yeah.

So let's figure out what this is.

And what this is, is let me use an analogy here.

Sometimes when you see Tom Brady on the field, right, you will notice that he starts banging his head like that.

Right.

And what that is, is he's basically telling the rest of the team that instead of running the set play that the coach has given, right, We are going to dynamically figure things out on the fly, right? That's called an audible where you dynamically figure things out.

So what this article is making a case for is basically running that sort of audible for your culture.

You cannot as an organization say, here's our culture.

Thanks, John.

So the first one that we have for today comes from Harvard Business Review, and it is titled, There's No Such Thing as an ERAD Culture.

All right.

Here we are with our friends at Korn Ferry, the big, for those of you who don't know, there are four global firms in the kind of Western and European tradition.

There's Korn Ferry, Spencer Stewart, Egon Zender, and... uh, hydrogen struggles are usually the four biggies.

So this is corn fairies among the biggest, if not the biggest they're publicly traded.

So it's a, this is a very influential executive search firm.

All right.

Alden, I think you're on this one.

Yeah.

So I would mark this as important.

And I know I'm going to get pushback from John on this.

So let's figure out what this is.

It's so predictable.

I guess you have it against all these HBR articles.

No, I just have a...

Anyway, I'll get into my criticism.

Yeah.

So let's figure out what this is.

And what this is, is let me use an analogy here.

Sometimes when you see Tom Brady on the field, right, you will notice that he starts banging his head like that.

Right.

And what that is, is he's basically telling the rest of the team that instead of running the set play that the coach has given, right, We are going to dynamically figure things out on the fly, right? That's called an audible where you dynamically figure things out.

So what this article is making a case for is basically running that sort of audible for your culture.

You cannot as an organization say, here's our culture.