La mayoría de las implementaciones de IA están utilizando marcos de preparación heredados de la transformación digital, y esa herencia está generando una categoría de dificultades de implementación que dichos marcos no pueden diagnosticar. Este artículo examina el paralelismo estructural entre la IA y el momento de la hoja de cálculo de 1979, identifica las tres colisiones que convergen en el punto de implementación y describe lo que realmente requiere la preparación de la arquitectura organizacional.
Adolfo M. Carreño · June 4, 2026
The Australian Securities Exchange possessed every structural advantage typically associated with successful transformation: monopoly funding, universal regulatory support, and a decade of runway. The first CHESS replacement ended in a AU$255 million write-off, and the second cycle has produced a 2024 outage and a 2025 regulatory letter. The structural explanation sits beneath the vendor and the technology, in the absence of competitive consequence that monopoly position permanently removes.
Adolfo M. Carreño · May 26, 2026
Most AI deployments are being prepared with readiness frameworks inherited from digital transformation, and the inheritance is producing a category of deployment difficulty those frameworks cannot diagnose. This article traces the structural parallel between AI and the 1979 spreadsheet moment, names the three collisions that arrive together at the point of deployment, and describes what organizational architecture readiness actually requires.
Adolfo M. Carreño · May 18, 2026
Samsung’s 2024 crisis, a thirty percent share price drop, a failed Nvidia HBM qualification, and the first strike in the company’s fifty-five-year history, was not primarily a product or execution failure. It was the visible consequence of a governance architecture designed for industrial-era capital concentration encountering a competitive landscape that requires the distributed authority and organizational speed the architecture cannot produce.
Adolfo M. Carreño · May 4, 2026
When a transformation program flags teams as resistant, it is usually observing something real. What it misdiagnoses is the cause. Resistance in organizational change is rarely a communication problem. It is a structural signal generated by incentive misalignment and unacknowledged interests, and the standard tools for managing it suppress the signal without touching its source.
Adolfo M. Carreño · April 20, 2026
Most organizations treat strategic underperformance as a resource problem: not enough time, attention, or investment in thinking relative to execution. Past a certain maturity threshold, that diagnosis misses what is actually happening. Execution capability doesn't just compete with strategic thinking. It displaces it, reorganizing talent, decision rights, and organizational attention around what can be measured, delivered, and repeated.
Adolfo M. Carreño · March 2, 2026
