@_Kavi

Helping leaders navigate change, AI adoption, and the hard human side of change. Founder @Flyntrok. https://xitter.cf/t.co/mlgreloC9H. All of this in perpetual Beta

 Mumbai
flyntrok.com
Joined July 2009
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A small dog on a highway in China. Leading six others home. Freeing them from those who meant them harm. Ninety million people watched. Ninety million believed. None of it was true. 🧵
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The brain writes the story before the facts arrive. We share what we need to be true. The fact-check always travels slower than the feeling. It always will.
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What those forty seconds reveal about the world we are living in right now. And about all of us.kaviarasu.com/2026/04/why-di…
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The NYT had a sharp essay this week on "high agency". The Silicon Valley idea that some people are captains of their lives whilst others are passive drifters. Worth reading. And it doesn't go far enough.
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The word the culture keeps avoiding is character. Built slowly. Often through unglamorous work, without an audience. It has direction baked into it.
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It doesn't need a podcast.
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Last week had rough edges. Some things done well. Some done too late. One probably shouldn't have happened at all. New week. Stronger coffee. Slightly wiser version of the same person
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Organisations are no different. The transformation programmes with the bold names and the launch events — they almost never deliver the thing on the poster. The quiet, consistent, week-on-week chipping away often does.
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Strong coffee. Strong thoughts. Suspicious coincidence. That's the whole plan, really. Always has been.
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Glad someone is talking about the perception vs real value delivered by AI at this point in time foundingfuel.com/article/the… interseting read by @_Kavi

The Hallucination in the Room

When producing things is mistaken for thinking: AI hasn’t created this habit—it has simply made it faster and harder to spot. Revealing the gap between output and judgement inside organisations

foundingfuel.com
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The benchmark is not there to find the right answer. It's there to make the decision defensible.
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Wrote this after reading a piece in The Economist on span of control — a question that's been generating confident answers for over a century. The full reflection is here: kaviarasu.com/2026/03/benchm…
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Benchmarking answers: what are similar organisations doing? The actual question is: what's right for this work, these people, this culture?
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The variables that determine the right answer — the nature of the work, the capability of the people, the texture of the culture — aren't complications to be set aside. They are the answer. There is no number underneath them waiting to be uncovered.
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