Teams | Collaboration | Customer Service | Project Management

Most companies focus on securing conversations but forget what’s actually holding those conversations together—the apps themselves. They set up encrypted chat, tighten up file-sharing, and train employees to sniff out phishing emails. Sure, those things matter. But think about all the tools your team uses every day: the messaging app, the company wiki, the approval system, the customer portal. Each one is a web application with its own unique code, dependencies, and vulnerabilities.

Governance is one of the four risks enterprises face in digital collaboration, and it's the one that shows up first as a productivity workaround before anyone recognizes it as a risk at all.

Think about everything a smartphone quietly replaced. The camera you used to pack for trips. The alarm clock on your bedside table. The paper map folded somewhere in the car. A music player, a calculator, a GPS unit, and a drawer full of chargers with no obvious owner. None of those things became useless. We just stopped needing each one separately when one device could handle most of the same jobs.

Nobody puts “coordination” on a job title, and yet almost everyone ends up doing it. Work coordination is the virtuous orchestration of internal and external processes – the constant, low-level hum of making sure the right task reaches the right person at the right time, that a decision made in one channel doesn’t get lost before it reaches the people who need to act on it, that a client-facing deadline and an internal review cycle actually meet in the middle instead of colliding.

Managing a remote team is easy when everyone is sitting in the same office. You can walk around, check in with people, and get a general sense of how work is moving. But remote work is different. Someone can be online all day without getting much meaningful work done. At the same time, someone else might spend hours in meetings, research, design software, or other work that doesn't necessarily produce a lot of keyboard or mouse activity.

Here’s a stat that’s been rattling around in my head. In our 2026 AI SDLC study, 94% of engineering leaders told us they’re using AI, but only 6% have the systems to actually scale it across their whole software lifecycle. Almost everyone is playing with agents, yet almost no one can let agents run at scale without things breaking.

This morning I shared with the Miro team that we’ve signed a definitive agreement to join Bending Spoons. What I said to them is what I’d say to anyone who has followed this company over the past fifteen years, so I’m publishing the note here with only the internal logistics removed. You can also read more about the details of the agreement in our press release. Team, I have big news to share: Today, we signed a definitive agreement for Miro to be acquired by Bending Spoons.

A quiet assumption is buried in the phrase “quality care”: that care is something delivered to a patient, like a package left on a porch. In practice, care only works as a two-way transaction. A treatment plan a patient doesn’t understand, doesn’t trust, or doesn’t follow is not a lesser version of good care – it’s not care at all. Medicine has always run on consent and cooperation, not compliance in the disciplinary sense.