Since 2024, Craig Gould has interviewed CEOs, founders, technology executives, and organizational leaders about leadership, technology, and change. Those conversations have become the foundation of a broader research effort exploring how organizations turn new capabilities into changed performance.
Over time, those conversations began pointing toward a larger question.
Leaders talked about introducing new technologies, changing operating models, building new capabilities, redesigning organizations, and trying to turn new possibilities into better results. Looking back across those conversations, a distinction became increasingly difficult to ignore: what an organization becomes capable of doing, and what it actually learns to do, are not the same thing.
AI has made that distinction especially consequential. Organizations can acquire powerful new capabilities remarkably quickly. Understanding what has to happen around those capabilities before organizational performance changes is a much harder question.
That question is now at the center of Master Move.
Master Move studies how organizations turn new capabilities into changed performance, through long-form executive conversations, transformation case analysis, and direct research with people who have led or experienced consequential change.
Master Move was founded by Craig Gould, whose career has moved through organizational behavior, technology, education, visual communication, and executive research.
Across those different settings, the recurring question has been remarkably similar: when an organization isn’t producing the outcome it wants, what is actually constraining performance?
Master Move brings that question into the current era of rapid technological change.
We’re interested not only in cases that support the patterns we’re seeing, but in cases that challenge them.
If you’ve led, experienced, or studied a consequential transformation, including one that didn’t go as expected, we’d like to hear what happened.