I'm writing this week's newsletter from the north of Spain, where the family is enjoying a little downtime.

Despite being away, it has been one of those weeks where several seemingly unrelated events all pointed to the same conclusion.

Inspiration is everywhere. Execution is rare.

 Last week I spoke at Durst Next in Brixen, in northern Italy. We spent the day outdoors in the middle of the European heatwavean appropriate backdrop for conversations about technology reshaping the future.

One of the more fascinating panels I joined explored something that sounds like science fiction but increasingly feels inevitable: 3D printing in space. Manufacturing no longer needs to happen on Earth. When you can produce structures in orbit or on the Moon, entire industries change overnight.

The ideas were extraordinary.

But as I left, I found myself asking the question I ask after almost every conference:

Will any of it actually happen?

I've been attending technology conferences for decades. Every event is filled with brilliant concepts, compelling presentations and optimistic forecasts. Yet only a tiny fraction ever translate into real organizational change.

The limiting factor isn't imagination.

It's execution.

That realization was reinforced as we wrapped up our latest ExO Sprint with Siemens Energy.

Over ten weeks, 85 people from across Europe and the Middle East came together around eight strategic business challenges ranging from AI-driven material discovery and new data center opportunities to customer experience, legal, HR and production transformation.

This wasn't another innovation workshop.

It wasn't a hackathon.

It certainly wasn't training.

It was ten weeks of building, testing, failing, learning and building again, while everyone still had their day jobs.

The final presentations in Berlin demonstrated something I've seen repeatedly over the last decade, that Mandy from Siemens put so well, w hen you push people hard, and support them even harder, they become capable of things they never imagined possible.

The outcomes spoke for themselves. More than €2 million in seed investment was committed immediately to continue developing the strongest ideas. But the financial investment wasn't the real story. The real investment was in people.

Participants learned to think with AI instead of merely using AI. They made decisions with incomplete information. They experimented rapidly, received uncomfortable feedback, pivoted and kept moving. They behaved less like employees executing instructions and more like entrepreneurs building companies inside an enterprise.

That's exactly what intrapreneurship should look like.

Congratulations to the entire Siemens Energy team, every mentor and every participant, every coach. Programs like this don't simply create new ventures, they create entirely new capabilities inside organizations.

And that brings me to what we're working on next.

Our first Organizational Singularity Pilot has now sold out and is getting underway.

That's exciting, but it's also encouraging because it tells me organizations are beginning to realize that AI isn't another technology deployment. It's an operating system rewrite.

Over this year, we've been developing the ideas behind the Organizational Singularity, how AI fundamentally changes why organizations exist, how they coordinate and ultimately how they create value.

The pilot is our opportunity to test these ideas in the real world with organizations prepared to move beyond experimentation into transformation. Today, we'll be briefing coaches who will support this work, you'll find details on the Events page of the OpenExO Platform.

One practical framework we've been discussing internally, particularly through conversations with Kent Langley, is something deceptively simple.

Take every workflow in your organization and plot it on two dimensions:

Effort versus Impact.

Immediately you'll see four categories emerge.

High impact, low effort initiatives should happen now.

High impact, high effort initiatives become your strategic roadmap.

Low impact, low effort items can be automated or delegated.

Low impact, high effort work should probably disappear altogether.

Then add a second layer.

Which workflows primarily reduce internal costs?

Which ones directly create new revenue or customer value?

Most organizations spend the majority of their AI effort making existing processes marginally cheaper. The real opportunity lies in redesigning the workflows that create entirely new value. That's where organizational rewrites begin.

Technology has never been the bottleneck. Leadership has.

The organizations that thrive over the next decade won't necessarily have access to better AI. They'll simply become much better at converting ideas into execution.

That's the difference between attending the future...

...and building it.