What happens when we become more accustomed to seeing ourselves than to feeling ourselves? There was a time when a mirror was one of the few places where we could encounter our own image. We looked, adjusted something, and walked away. Today, our image rarely leaves us. We photograph ourselves. We film ourselves. We select, crop, correct, publish, observe reactions and, sometimes almost unconsciously, begin to imagine how a moment will look before we have fully lived it. Some

4.3 million vehicles recalled. Not because a technology didn’t exist. But because, when it mattered most, humans might not understand how to use it quickly enough. Nine automakers are involved in what has been described as China’s largest automotive recall, following concerns around emergency door-release systems that may be difficult to identify and operate when electrical systems fail. At first glance, this is an automotive safety story. But I believe it raises a much broad

For decades, organizations have been built around a fundamental scarcity: human cognitive capacity. Information was difficult to collect. Data took time to analyze. Expertise was concentrated in relatively few people. Producing reports, comparing alternatives, identifying patterns and transforming information into possible courses of action required significant human effort. Artificial Intelligence is rapidly changing this equation. And this may lead us to a paradox. As machi

In 1974, cognitive psychologists Elizabeth Loftus and John Palmer conducted an experiment that became one of the most influential demonstrations of how reconstructive human memory can be. Participants watched footage of a car accident. Then they were asked to estimate how fast the cars had been travelling. But the researchers changed one word in the question. How fast were the cars going when they hit each other? How fast were they going when they smashed into each other? Sam

Fashion is one of the most visible expressions of identity. And yet, behind something as apparently personal as choosing a dress, a jacket or a colour, there is an entire invisible system at work. Culture. Family. Gender codes. Social status. Professional environments. Belonging. The desire to be recognised — or sometimes, not to be noticed at all. We learn remarkably early what makes us “appropriate”, attractive, credible, powerful, elegant or acceptable. And over time, thos

The human brain is extraordinarily efficient. When different learned patterns compete for action, it does not reconsider everything from scratch. It selects. Some schemas are activated.Others are inhibited. Cognitive psychology calls this mechanism contention scheduling. And perhaps organisations do something remarkably similar. A fashion house develops its own schemas over time. A silhouette that sells. A recognizable aesthetic code. A successful merchandising formula. A fam

In Fashion and Luxury, executives rarely operate on an empty canvas. They step into architectures already built. Brand heritage. Creative codes. Organisational structures. Market expectations. Past successes. Unwritten rules about how things are done here. And over time, something subtle can happen. The architecture that was meant to support the organisation begins to define the boundaries of what people can imagine. This is where leadership becomes interesting. Because innov

In his Recognition-by-Components Theory, cognitive psychologist Irving Biederman proposed that we recognize objects by breaking them down into elementary geometric components — geons — and, crucially, by perceiving the relationships between them. We recognise because the brain has learned configurations. A cylinder above a certain shape. A volume connected to another volume. A familiar proportion between parts. And within milliseconds, the mind says: I know what this is. Bu