The insider trading you're allowed to do

This argues that employees possess a form of legal insider knowledge they can trade with their careers rather than the stock market. Using Nokia’s decline after the iPhone as a central example, it shows how engineers who recognized product and strategy failures early could retrain or move to competitors before the situation became public, while most waited until trouble was obvious and opportunities shrank. The core claim is that most people sit on valuable, ahead-of-market information about their company, industry, and role without acting on it.

Specific guidance explains when and how to use that edge: if things look bad, shift learning toward skills for the next role and take recruiter calls; if an internal initiative is winning, get closer to it through coffee, volunteering, or lateral moves; if job searching, target growth corners rather than big brand names. It diagnoses why people hesitate - waiting for lagging metrics, official confirmation, or broad justification - and offers concrete checks for fuzzy reads: customer enthusiasm, how quickly failing projects are killed, and whether leaders actually use AI tools they promote. Trades are typically small, low-risk moves rather than dramatic exits, and sometimes the insider read confirms you’re already in a strong position.