N° 01
Independent Executive Advisor
Helping leaders think clearly about technology, artificial intelligence and digital transformation.
For more than twenty years, Andreas Rieger has worked alongside executives at the intersection of digital commerce, technology strategy and organisational change, long enough to notice that the decisions that matter most are seldom the loudest ones.
He does not sell software. He does not represent vendors. He helps boards, founders and investors weigh a small number of decisions that will shape the next decade of their organisation , and takes as long as those decisions deserve.
A short foreword
This site is first a library. The advisory practice follows from it, not the other way around. New essays appear here first. They are written carefully and revised whenever experience or observation adds something worth saying.
Many of these pieces first appeared in Commerce Guru and The Prompt Monk. New work is now published here first. Commerce Guru is on the discipline of digital commerce, and The Prompt Monk is on how artificial intelligence is quietly changing the work of thinking.
Latest essay
Just published.
The most recent piece added to the library.
On the desk
Editor's Selection.
Three pieces that sit at the centre of the practice. Not the newest, the ones we would hand to a reader first.
The full library →- N° 01Essay18 min read
The Advisor and the Vendor
The decisive distinction in a serious technology decision is not between good and bad advice. It is between advice whose economic value depends on a particular outcome and advice whose value is independent of the outcome itself.
- Leadership
- Executive Decision Making
- Technology Strategy
- N° 02Research Essay20 min read
Knowledge Systems as Executive Infrastructure
The organisations that will benefit most from artificial intelligence are the ones that already treat their institutional knowledge as a first class asset. Model capability is catching up faster than any of us can absorb. Institutional memory is not.
- Knowledge Systems
- Organisation
- Artificial Intelligence
- N° 03Essay18 min read
The Discipline of Waiting One More Meeting
Most failed technology programmes do not originate from decisions made too late. They originate from decisions made too early, under pressure, without the one conversation that would have changed everything.
- Executive Decision Making
- Artificial Intelligence
- Technology Strategy
A working belief
“Most of the technology decisions that later look inevitable were, at the time, the result of one long conversation with someone who had no stake in the outcome.”
Andreas Rieger
Long-form work
Decision Architecture
How Organisations Decide in an Age of Technological Acceleration
A longer publication that expands many of the questions introduced in the Foundation Essays, on the organisational structures through which knowledge becomes action.
Publication details →The practice
Andreas takes a small number of advisory engagements each year, chosen for the quality of the question rather than the size of the budget.
Executive advisory, independent technology reviews, technology due diligence, complex commerce decisions, AI strategy, and the design of the institutional knowledge on which future automation will quietly depend.
Read how the work is done →Correspondence
If you are weighing a decision worth thinking about carefully, a short note is a good place to start.