“Do More with Less” Without Burning Out in 3 Practical Steps

“Do More with Less” Without Burning Out in 3 Practical Steps

We have entered the “do more with less” era of management edicts.

And, just like the eras of “fail fast,” “synergy,” and “we’re a family,” the phrase is met with eye rolls, silent groans, and a deepening certainty that management is completely out of touch with the reality on the ground.

But what if doing more with less is possible without the extra hours and stress that lead to burnout?

 

(Re)Define “more.”

When we hear “more,” we naturally think of work. More meetings. More emails. More Slacks, texts, Zooms. For most of my career, I believed the more emails I received, meetings I attended, and documents I wrote, the more valuable I was.

Volume does not equal value.

“More” can’t (and shouldn’t) mean more work. It must mean something else.

More value creation. Less box checking.

More progress. Less process.

More meaningful work. Less meaningless activity.

What is the “more” you want from your team? Define it or you’ll get more emails, meetings, and documents. Name it (value, efficiency, progress), and your team will figure out how to do it.

 

Experiment with “less.”

A client’s team stopped sending meeting summaries. They didn’t send shorter ones, change the distribution list, or even share the link to the AI note-taker. They just stopped.

No one noticed.

Six months later, a new team member asked if they would send a meeting summary. The team leader said no but offered to recap next steps before everyone left the room. No one argued. Everyone left the meeting with clarity on what they needed to do next.

Activity does not equal achievement.

 Our days are filled with BS work, tasks that we do because we’ve always done them, because they feel important, and because we worry what happens if we stop.

Documents don’t ensure that people are informed, aligned, or are ready to act.

Meetings don’t guarantee that everyone has thoughtfully considered and agreed on a decision.

Meeting summaries don’t make people complete their next steps.

It doesn’t mean we don’t need documents, meetings, or meeting summaries. But “less” is possible.

Ask your team what you can do less of. Stop doing things and see if people notice. If you can’t stop something completely, ask what less of it looks like. Instead of a meeting summary, send next steps. Instead of a presentation, write a one-page summary. Instead of a spreadsheet build a visual dashboard.

 

Rethink “indispensable.”

The managers in my client’s training program were in roles that everyone called the most pivotal in the company. They didn’t feel pivotal. They felt reactive and overwhelmed, with no control over their own calendars.

The COO’s fix was simple. Just stop attending.

It surprised him that they wouldn’t. They couldn’t. The fear of missing something kept them in every room, including the ones that ran fine without them.

You’re in every meeting because you’re good at your job. Being good got you invited into every decision, and somewhere along the way no one uninvited you. Now you stay out of habit, not need. The permission to step back is usually there. You just haven’t tested it long enough to know what happens.

 Presence does not equal performance.

Look at your calendar for the meetings you sit in out of habit. Pick one this week to not attend. Resist the urge to instructions. Simply tell the team lead you won’t attend and that you trust them to keep things moving.

Your absence isn’t dropping the ball. It’s demonstrating that you trust the team and empowering them to do their jobs. It’s the rare version of less that gives you more time and your team their autonomy.

 

“Do more with less” isn’t a demand to work harder

The constraint isn’t going anywhere. Volume isn’t value. Activity isn’t achievement. Presence isn’t performance. It’s a reason to finally drop what doesn’t matter.

Why Four Winning AI Strategies Look Nothing Alike (and How to Create Yours)

Why Four Winning AI Strategies Look Nothing Alike (and How to Create Yours)

In 2023, Klarna’s CEO proudly announced it had replaced 700 customer service workers with AI and that the chatbot was handling two-thirds of customer queries. Labor costs dropped and victory was declared.

By 2025, Klarna was rehiring. Customer satisfaction had tanked. The CEO admitted they “went too far,” focusing on efficiency over quality.

Like Captain Robert Scott, Klarna misjudged the circumstance it was in, applied the wrong playbook, and lost. It thought it had facts but all it has was technical specs. It made tons of assumptions about chatbots’ ability to replace human judgment and how customers would respond.

Calibrated Decision Design, a process for diagnosing your circumstances before picking a playbook, consistently proves to be a quick and necessary step to ensure success.

 

 

When you have the facts and need results ASAP: Go NOW!

General Mills, like its competitors, had been digitizing its supply chain for years and so facts based on experience and a list of the facts it needed.

To close the gap and achieve end-to-end visibility in its supply chain, it worked with Palantir to develop a digital twin of its entire supply chain. Results: 30% waste reduction, $300 million in savings, decisions that took weeks now takes hours.  It proves that you don’t need all the answers to make a move, but you need to know more than you don’t.

 

When you have hypotheses but can’t wait for results: Discovery Planning

Morgan Stanley Wealth Management’s (MSWM) clients expect advisors to bring them bespoke  advice based on mountains of analysis, and insights. But it’s impossible for any advisor to process all that data. Confident that AI could help but uncertain whether its would improve relationships or create friction, MSWM partnered with OpenAI.

Within six months, they debuted a GenAI chatbot to help Financial Advisors quickly access the firm’s IP. Document retrieval jumped from 20% to 80% and 98% now use it daily. Two years later, MSWM expanded into a meeting summary tool to summarize meetings into actionable outputs and update the CRM with notes and follow-ups.  A perfect example of how a series of experiments leads to a series of successes.

 

When you have facts and time to achieve results: Patient Planning

Drug discovery requires patience and, while the process may be predictable, the results aren’t. That’s why pharma companies need strategies that are thoughtfully planned as they are responsive.

Lilly is doing just that by investing in its own capabilities and building an ecosystem of partners. It started by launching TuneLab, a platform offering access to AI-enabled drug discovery models based on data that Lilly spent over $1 billion developing.  A month later, the pharma giant announced a partnership with NVIDIA to build the pharmaceutical industry’s most powerful AI supercomputer. Two months later, it committed over $6 billion to a new manufacturing facility in Alabama. These aren’t billion-dollar bets, they’re thoughtful investments in a long-term future that allows Lilly to learn now and stay flexible as needs and technology evolve.

 

When you’re making assumptions and have time to learn: Resilient Strategy

There’s no way of knowing what the global energy system will look like in 40 years. That’s why Shell’s latest scenario planning efforts resulted in three distinct scenarios, Surge, Archipelagos, and Horizon.  Multiple scenarios allows the company to “explore trade-offs between energy security, economic growth and addressing carbon emissions”  and build resilient strategies to recognize which one is unfolding and pivot before competitors even spot what’s happening.

 

 

Stop benchmarking.  Start diagnosing.

It’s easy to feel like you’re behind when it comes to AI. But the rush to act before you know the problem and the circumstances is far more likely to make you a cautionary tale than a poster child for success.

So, stop benchmarking what competitors do and start diagnosing the circumstances you’re in, so you  use the playbook you need.

3 Signs Your AI Strategy Was Developed by the Underpants Gnomes

3 Signs Your AI Strategy Was Developed by the Underpants Gnomes

“It just popped up one day. Who knows how long they worked on it or how many of millions were spent. They told us to think of it as ChatGPT but trained on everything our company has ever done so we can ask it anything and get an answer immediately.”

The words my client was using to describe her company’s new AI Chatbot made it sound like a miracle. Her tone said something else completely.

“It sounds helpful,”  I offered.  “Have you tried it?”

 “I’m not training my replacement! And I’m not going to train my R&D, Supply Chain, Customer Insights, or Finance colleagues’ replacements either. And I’m not alone. I don’t think anyone’s using it because the company just announced they’re tracking usage and, if we don’t use it daily, that will be reflected in our performance reviews.”

 All I could do was sigh. The Underpants Gnomes have struck again.

 

Who are the Underpants Gnomes?

The Underpants Gnomes are the stars of a 1998 South Park episode described by media critic Paul Cantor as, “the most fully developed defense of capitalism ever produced.”

Claiming to be business experts, the Underpants Gnomes sneak into South Park residents’ homes every night and steal their underpants. When confronted by the boy in their underground lair, the Gnomes explain their business plan:

  1. Collect underpants
  2. ?
  3. Profit

It was meant as satire.

Some took it as a an abbreviated MBA.

 

 

How to Spot the Underpants AI Gnomes

As the AI hype grows, fueling executive FOMO (Fear of Missing Out), the Underpants Gnomes, cleverly disguised as experts, entrepreneurs and consultants, saw their opportunity.

  1. Sell AI
  2. ?
  3. Profit

 While they’ve pivoted their business focus, they haven’t improved their operations so the Underpants AI Gnomes as still easy to spot:

  1. Investment without Intention: Is your company investing in AI because it’s “essential to future-proofing the business?”  That sounds good but if your company can’t explain the future it’s proofing itself against and how AI builds a moat or a life preserver in that future, it’s a sign that  the Gnomes are in the building.
  2. Switches, not Solutions: If your company thinks that AI adoption is as “easy as turning on Copilot” or “installing a custom GPT chatbot, the Gnomes are gaining traction. AI is a tool and you need to teach people how to use tools, build processes to support the change, and demonstrate the benefit.
  3. Activity without Achievement: When MIT published research indicating that 95% of corporate Gen AI pilots were failing, it was a sign of just how deeply the Gnomes have infiltrated companies. Experiments are essential at the start of any new venture but only useful if they generate replicable and scalable learning.

 

 

How to defend against the AI Gnomes

Odds are the gnomes are already in your company. But fear not, you can still turn “Phase 2:?” into something that actually leads to “Phase 3: Profit.”

  1. Start with the end in mind: Be specific about the outcome you are trying to achieve. The answer should be agnostic of AI and tied to business goals.
  2. Design with people at the center: Achieving your desired outcomes requires rethinking and redesigning existing processes. Strategic creativity like that requires combining people, processes, and technology to achieve and embed.
  3. Develop with discipline: Just because you can (run a pilot, sign up for a free trial), doesn’t mean you should. Small-scale experiments require the same degree of discipline as multi-million-dollar digital transformations. So, if you can’t articulate what you need to learn and how it contributes to the bigger goal, move on.

AI, in all its forms, is here to stay. But the same doesn’t have to be true for the AI Gnomes.

Have you spotted the Gnomes in your company?

McKinsey Claims 80% Companies Fail to Generate AI ROI.  They’re Wrong.

McKinsey Claims 80% Companies Fail to Generate AI ROI. They’re Wrong.

Sometimes, you see a headline and just have to shake your head.  Sometimes, you see a bunch of headlines and need to scream into a pillow.  This week’s headlines on AI ROI were the latter:

  • Companies are Pouring Billions Into A.I. It Has Yet to Pay Off – NYT
  • MIT report: 95% of generative AI pilots at companies are failing – Forbes
  • Nearly 8 in 10 companies report using gen AI – yet just as many report no significant bottom-line impact – McKinsey

AI has slipped into what Gartner calls the Trough of Disillusionment. But, for people working on pilots,  it might as well be the Pit of Despair because executives are beginning to declare AI a fad and deny ever having fallen victim to its siren song.

Because they’re listening to the NYT, Forbes, and McKinsey.

And they’re wrong.

 

ROI Reality Check

In 20205, private investment in generative AI is expected to increase 94% to an estimated $62 billion.  When you’re throwing that kind of money around, it’s natural to expect ROI ASAP.

But is it realistic?

Let’s assume Gen AI “started” (became sufficiently available to set buyer expectations and warrant allocating resources to) in late 2022/early 2023.  That means that we’re expecting ROI within 2 years.

That’s not realistic.  It’s delusional. 

ERP systems “started” in the early 1990s, yet providers like SAP still recommend five-year ROI timeframes.  Cloud Computing“started” in the early 2000s, and yet, in 2025, “48% of CEOs lack confidence in their ability to measure cloud ROI.” CRM systems’ claims of 1-3 years to ROI must be considered in the context of their 50-70% implementation failure rate.

That’s not to say we shouldn’t expect rapid results.  We just need to set realistic expectations around results and timing.

Measure ROI by Speed and Magnitude of Learning

In the early days of any new technology or initiative, we don’t know what we don’t know.  It takes time to experiment and learn our way to meaningful and sustainable financial ROI. And the learnings are coming fast and furious:

Trust, not tech, is your biggest challenge: MIT research across 9,000+ workers shows automation success depends more on whether your team feels valued and believes you’re invested in their growth than which AI platform you choose.

Workers who experience AI’s benefits first-hand are more likely to champion automation than those told, “trust us, you’ll love it.” Job satisfaction emerged as the second strongest indicator of technology acceptance, followed by feeling valued.  If you don’t invest in earning your people’s trust, don’t invest in shiny new tech.

More users don’t lead to more impact: Companies assume that making AI available to everyone guarantees ROI.  Yet of the 70% of Fortune 500 companies deploying Microsoft 365 Copilot and similar “horizontal” tools (enterprise-wide copilots and chatbots), none have seen any financial impact.

The opposite approach of deploying “vertical” function-specific tools doesn’t fare much better.  In fact, less than 10% make it past the pilot stage, despite having higher potential for economic impact.

Better results require reinvention, not optimization:  McKinsey found that call centers that gave agents access to passive AI tools for finding articles, summarizing tickets, and drafting emails resulted in only a 5-10% call time reduction.  Centers using AI tools to automate tasks without agent initiation reduced call time by 20-40%.

Centers reinventing processes around AI agents? 60-90% reduction in call time, with 80% automatically resolved.

 

How to Climb Out of the Pit

Make no mistake, despite these learnings, we are in the pit of AI despair.  42% of companies are abandoning their AI initiatives.  That’s up from 17% just a year ago.

But we can escape if we set the right expectations and measure ROI on learning speed and quality.

Because the real concern isn’t AI’s lack of ROI today.  It’s whether you’re willing to invest in the learning process long enough to be successful tomorrow.

5 Unexpected Uses of Telemedicine and How They May Help You

5 Unexpected Uses of Telemedicine and How They May Help You

There is more to telemedicine – the exchange of medical information from one site to another through electronic communication to improve a patient’s health – than virtual visits with physicians.

Specialists like dentists, orthodontists, ophthalmologists, psychologists, and even veterinarians are using telemedicine solutions during the pandemic.

Like their physician counterparts, many resisted virtual visits until it became the only way to continue to care for patients and stay in business, as stay-at-home orders expanded from weeks to months.

Here’s a quick run-down of telemedicine’s use in other specialties and what the road ahead could look like for each.

DENTISTRY

Where we are now

According to the American Dental Association, since early March, 79% of dentistry practices closed except for emergency procedures, and another 18% closed completely.

This isn’t surprising given how COVID-19 is transmitted but, for patients in pain, it can be hard to know what constitutes a true emergency and what can be managed at home.  Helping patients figure out what needs immediate attention and what can wait seems to be tele-dentistry’s sweet spot.

“Research indicates that 80% of acute dental concerns can be addressed at home without an in-person visit,” explains Chelsea Acosta Patel, Head of Wally Experience at Wally Health, a dental care start-up based in Boston.  “Using technology, dentists can triage issues and care for patients while keeping them out of the chair.”

Where we go from here

The bigger, long-term opportunity, according to Patel, may be in preventative care by creating and monitoring at-home preventive care solutions across the patient dental journey.

“Most dentists don’t have the tools to keep an ongoing pulse with patients.  They just assume that if a patient has an issue or a question, they’ll call the office.  Teledentistry solutions enable dentists to develop customized, ongoing touchpoints to help patients remain healthy and catch potential issues early. This improves the patient’s experience, drives loyalty and word of mouth (pun intended) for the dentist, creating a virtuous oral health cycle.”

ORTHODONTICS

Where we are now

While Dentists need a way to answer questions, triage issues, and provide follow-up care, Orthodontists have a more pressing need – to make sure their patients’ jaws continue to develop and their teeth continue to move in the right way.

“We serve a vulnerable pediatric population whose jaws are developing.  The adjustments we make as part of their treatment affect that growth and development,” explains Dr. Adam Welmerink of Welmerink Orthodontics in Reno Nevada.  “When we realized this would be more than a 2-week shutdown, we needed a way to keep our patients safe, make sure their appliances weren’t doing any harm, and ensure their treatment was progressing as planned,”

Through services like Orthodontic Screening Kit (OSK), patients receive instructions on how to take photos and upload them to the OSK site for review by their orthodontists.  Of course, the orthodontist’s ability to assess the patient’s need is determined by the quality of the photos, but, at a minimum, the service creates an opportunity for orthodontists to reconnect with their patients and give them guidance on signs that could trigger an in-office visit.

Where we go from here

Telemedicine in orthodontics, like many other specialties, will likely continue to be used to triage issues or to serve patients in remote rural areas.

“Many of our patients live in rural areas, with some driving 2 hours for a 10-minute appointment.  We’ll probably continue to use (OSK) to see if they need to come in.  And I could see using it in a limited capacity to triage patients who call with an emergency to assess if they can treat the issue at home or if they need to come in.” Dr. Welmerink mused.  “Honestly, time-wise, it’s quicker to see a patient in the office. But this is great for right now.”

OPTHALMOLOGY & OPTOMETRTRY

Where we are now

Telemedicine’s use as a way to calm patients and triage concerns, deciding whether or not an in-office visit is required, continues with eye care.

“It is certainly a way to reassure patients that we are there for them, which is most important in these scary times,” NYC optometrist Dr. Susan Resnick told All About Vision.

While reassurance is important, most eye care professionals agree that telemedicine’s use is extremely limited.  Proper eye care requires pupil dilation and specialized tools to accurately identify problems like glaucoma or assess the health of optic nerves and retinas.

Where we go from here

Despite its limitations, Dr. Resnick sees value in continuing to use telemedicine, “We will continue to utilize this platform whenever necessary.  We do not view it as a disruptor or threat, but rather as a way to bolster our practice.”

Not everyone agrees.

“I’m not terribly enthusiastic (about remote eye exams),” Illinois ophthalmologist Dr. Benjamin Ticho told All About Vision.  “There’s going to be too many mistakes.  Plus, it diminishes the warmth and personality of the interaction.  For many patients, a good doctor visit is a pleasant social occasion, and for many doctors, that’s part of why we went into medicine.”

MENTAL HEALTH

Where we are now

The data is staggering.

Before the crisis, 20% of US adults lived with mental illness but less than half received treatment according to federal statistics.

In the last two weeks of March, 45% of US adults felt that worry and stress related to COVID-19 were harming their mental health.  It’s likely that number has increased as stay-at-home orders extend, and job losses and furloughs increase.

Yet the adoption of telemedicine to address mental health concerns has been slow.  A phenomenon that is far from new.  Case in point – over a decade ago, Congress excluded mental health providers from a $30M investment in digitizing patient health records.  Even now, as CMS, private insurers, and state regulators are easing restrictions and increasing reimbursement for telemedicine to treat physical concerns, similar attention and flexibility have not been shown to mental health concerns.

As a result, “(providers) are kind of trying everything right now and seeing what can work,” John Torous, director of the digital psychiatry division at Beth Israel Deaconess Medical Center told Politico.

Where we go from here

More than other specialties, the jury is out on what happens next with regards to telemedicine for mental health.

On one hand, “so much of counseling has to do with body language, being physically present in the room, intonation,” Lynn Linde for the American Counseling Association told Politco.  “Sometimes, that’s lost when you don’t have a good internet connection, or one of your starts getting garbled.”

On the other, this could be a “tipping point for the way we practice,” said Peter Yellowlees, a professor of clinical psychiatry at the University of California, Davis and former president of the American Telemedicine Association.

Optum, a division of UnitedHealth, seems to be betting on the latter.  Last week it announced that it was in talks to acquire AbleTo, a New York-based virtual therapy provider for $470M, or 10x forward revenue.

VETERINARY CARE

Where we are now

If telemedicine is good enough for humans, it’s good enough for our animal companions.

A relatively new addition to the specialties offering telemedicine solutions, only a handful of companies are currently playing in this field.  TeleVet, a “Texas-based, digitally optimized company focused on veterinary care,” is one.

Before the outbreak, TeleVet was in use in 1000 clinics across the US and even closed a $2M seed round in January.

“We can check for infections such as ear infections or drainage from either a still picture or a video, or even a live video conference with the owner,” Dr. Amy Garrou as Houston-area vet explained to Innovation Map. “The platform has been useful because we can do any of those consultations and get the information we need to manage the case without the pet owner having to come into the clinic.”

Where we go from here

Like dentistry, orthodontics, and eye care, telemedicine’s use in the Veterinary space is a boon for providers and patients at a time when it’s not safe to be in a crowded office.  But as restrictions lift, like the other health care fields, it’s likely to be used primarily to answer questions, triage concerns, and perform post-surgery check-ups.

 

THE CLINICAL APPLICATIONS ARE DIFFERENT BUT  THE ROAD AHEAD IS THE SAME.

Yes, telemedicine is an incredible tool to have in our collective healthcare toolkit.  Its use across medical specialties is evidence that it fills a need for clinicians (provide care for my patients) and patients (address my concerns).

In “normal” times, those needs are well addressed by in-office visits, retail clinics, and urgent care.  It is only in very specific circumstances, like when medical professionals cannot easily or safely see patients in-person, that existing solutions fall short and telemedicine becomes the most attractive option.

However, telemedicine only became an available option when regulators relaxed rules, insurers increased reimbursement, and patients accepted emails and video-chats as treatment.

It took a pandemic to create the confluence of circumstances required for physicians, dentists, orthodontists, eye care professionals, mental health caregivers, veterinarians, and other clinicians to begin or expand the use of telemedicine.  It’s their experience, and the experiences and decisions of other players in the healthcare ecosystem, that will lead them back to the office and the hands-on care that is both desired and required.