About Introspectives

Introspectives is an independent publication launched in May 2026 by me, Lauren Cooney.

I use this space to write about platforms, emerging technologies, market shifts and the operating patterns that shape how businesses grow and compete.

My goal is to make technology and market thinking more accessible: to share what I’m learning, how I assess change, and the frameworks I use to evaluate new categories, products, and business opportunities. I’m especially interested in how markets evolve over time, which signals matter early, and which patterns tend to repeat.

This site is intended to be freely accessible to anyone who wants to learn. I’m not building it around tiers or gated access. I prefer to openly share ideas, lessons, and observations with the broader tech community and with anyone curious about how I think about business, market transitions, platform strategy, and leadership. Also, if you are reading this, you are encouraged to agree/disagree and please do ask questions, but I request that you do it in a polite and competent manner (ie: please don't be an asshole).

My perspective is shaped by two decades of work across large technology companies, including Oracle, Cisco, Microsoft, and IBM, as well as by leading teams and organizations through periods of growth, change, and reinvention. This publication is a place to put more of that thinking into the open: not just conclusions, but how I learn, how I pressure-test ideas, and how I refine my point of view over time. To learn more about my career path and experience, please check out my LinkedIn.

You’ll see that reflected in what I publish here. Some posts will focus on markets, products, or technology shifts. Others will explore how I learn in practice: what I read, how I synthesize information, how I compare signals across sources, how I evaluate tools, and how I decide what is worth deeper attention. Also included will be how to shift when things go wrong or sideways, because details matter at (corporate) scale, and understanding that is critical to success.

On AI use: I use AI actively as part of my workflow to explore markets and technologies, test assumptions, compare approaches, and accelerate early thinking. I also use it to evaluate models, tools, and services firsthand. My view is that AI is best used as a thought partner and force multiplier, not a substitute for judgment, experience, or original work. Unless noted otherwise, the ideas, writing, research, and conclusions published here are my own. When AI meaningfully contributes to a post or artifact, I will aim to note that clearly, including the relevant tool, model, or context where useful. Part of this publication will also document what I’m learning about using AI in executive and operating contexts: what works, what doesn’t, and where it helps scale thinking, execution, and decision-making over time.

Finally, the views expressed here are my own and do not represent those of my employer (whomever that might be at the time).

Thanks,/LC