Books by Saša Cibula
Publications
A growing body of work on management, leadership, and the systems that make organizations durable.
Workplace Power by Saša Cibula
Influence and Workplace Dynamics
A candid, practical framework for understanding how influence, access, reputation, relationships, and execution shape professional outcomes—and how to build legitimate power that strengthens both your position and the organization.
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Humans and AI at Work
Trust, Skill, and Identity
Examines the human and managerial challenges that emerge when AI begins to advise, evaluate, and decide inside everyday work. A clear framework built around three durable concerns — trust, skill, and identity — for leaders who cannot solve these questions with technology alone.
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The Hybrid Operation
The Management System for Human–AI Work
Defines the new human–AI operating environment and the management system required to run it — treating automation as a redesign of work, roles, standards, and control rather than a technology installation.
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Human–AI Fusion
Orchestrating Human-AI Collaboration
Explains how human and AI capabilities are combined throughout the organization — designing roles, handoffs, and workflows that make the combination stronger than either part alone.
Read moreExecutive Operations
Twelve articles on operations management — when to redesign the operating model, where capital should go, how much resilience is worth paying for, and who owns the outcome when AI decides.
The executive challenge is not choosing between continuous improvement and transformation. It is knowing when the economics of further optimization have become inferior to the economics of redesign.
The strategic value of AI does not come from making old work faster. It comes from deciding which work, decisions, roles, and coordination mechanisms should exist at all.
Workplace Power Insights
Five articles on how organizations actually work — approval versus readiness, the talent ceiling, informal networks, control versus support, and what repeated exceptions tell you about the system.
You can approve the right strategy and still authorize an initiative the organization is not ready to execute. The gap usually appears later, after capital has moved, expectations have been set, and reversal has become materially more expensive.
Most organizations make a perfectly rational choice with their best people: when the work gets difficult, give it to the person who has already proved they can handle it. The problem is what happens when that becomes the pattern.