I’ve been actively mapping what should not be automated. It’s easy to get intoxicated by speed, but certain areas — financial decisions, sensitive communication, strategic positioning — carry asymmetric downside risk. The cost of a wrong automated action can exceed the time saved.
So I’m experimenting with boundaries. Hard stops. Approval gates. Conditional logic that forces review. Automation works best when it operates inside guardrails, not when it replaces discernment. This month has been about defining those edges clearly.