
Most people using AI are getting faster at being wrong.
They’re producing more — more text, more slides, more analysis — at higher velocity, with higher confidence, toward conclusions that were never examined in the first place. The model is fluent. The thinking underneath it isn’t. And fluency, it turns out, is an excellent disguise for mediocrity.
This is the central problem the book addresses. Not how to use AI. How to think well enough that AI becomes something other than a sophisticated autocomplete for your existing biases.
Business strategy has moved through four eras:












