Craig R. Frank explores how technology is reshaping society, and what those changes reveal about the future of the Jewish people. Through essays, commentary, and his new book, Is AI Good for the Jews?, he examines artificial intelligence, Israel, business, culture, and social change with a perspective that challenges conventional thinking. Using the Jewish experience as a lens for understanding broader societal trends, Frank asks the questions others overlook. His work cuts through hype and headlines to explore the deeper forces shaping our world.
Artificial intelligence is not neutral. We need to understand who is building it, who is funding it, its data sources, what guardrails are in place, how they are enforced, and most importantly, what we must do to mitigate the destructive influence of AI generated propaganda.
A provocative and searching examination of artificial intelligence through the lens of Jewish history, values, and community and asks whether the most transformative technology of our era is a force for Jewish flourishing or a new source of existential risk.
From the dangers of algorithmic amplification of antisemitism to the promise of AI-powered tools for Jewish education and cultural preservation, Frank cuts through the hype to ask the questions Jewish communities – and by extension all minority communities – need to be asking right now. Drawing on centuries of Jewish engagement with disruptive change, from the printing press to the motion picture, this book argues that the Jewish community needs to be engaged in shaping the AI era.
The subtitle, The Canary in the Algorithm: What Starts with the Jews Never Stays There, frames the argument. Part cultural critique, part strategic roadmap, this book is essential reading for anyone thinking seriously about technology, identity, and the future of community in the digital age.
AI will become part of the infrastructure of reality — how narratives spread, how reputations are made and broken, and how communities defend themselves. A searching examination of what that means for Jews and for everyone.
Every era invents a new costume for an old accusation. Synthetic media can now manufacture false proof overnight — and the most dangerous lies are not the loud ones, but the ones that arrive with receipts.
JAQ has become a rhetorical technology — a way to smuggle suspicion into the room while keeping your fingerprints off the weapon. Add AI, and you have infinite insinuation delivered on demand.
Grief became suspicious behavior, perpetrators were elevated into symbols of resistance, and atrocity became negotiable — all at internet speed. Add AI, and the inversion was faster, smoother, and scalable.
For Jewish communities already in a heightened threat environment, the information ecosystem has become part of the security perimeter. Organized Jewish life needs a coordinated, well-funded response — now.
The modern misinformation war is not a contest of accuracy — it's a contest of distribution. Ten rules for reducing the algorithmic advantage of conspiratorial antisemitism and antizionism.
The story of Ahab and Jezebel is a piercing examination of how power, when unchecked by conscience, can rot a nation's moral foundation. The parallels to Netanyahu's leadership are not hyperbole — they are a civilizational warning.
For 90 years, A.A. prided itself on staying out of politics. Then, in a single tone-deaf editorial decision, they torched ninety years of neutrality — and in trying to erase Israel, accidentally gift-wrapped Jerusalem and declared it Jewish.
Yair Golan's words were reckless and handed a propaganda gift to Netanyahu. But his core concerns are not wrong. He is sounding an alarm about the erosion of Israeli democracy and a quiet redefinition of what is tolerable — and he sees the fire first.
October 7 was the most catastrophic installment of a much older pattern. A century-by-century examination of organized Palestinian Arab violence against Jews — and why peace requires Palestinian leaders to confront what that history has cost their own people.
What happens when a leader treats a nation like a personal brand? An unflinching, clear-eyed evaluation of Netanyahu's record — real achievements, strategic failures, and the ugly erosion of democratic norms — as Israel heads toward 2026 elections.
Trump's off-script call for Netanyahu's pardon contained a kernel of possibility buried beneath the provocation. Could a pardon paradoxically serve as a path toward national healing — or would it mark not reconciliation, but capitulation?
From Sparta to the KGB to the CIA, stirring social unrest is an ancient, proven tactic to subvert enemy societies. Today's most egregious practitioner is Qatar — and the West refuses to acknowledge it, even as chaos hits their streets and campuses.
Netanyahu is not a politician — he's a brand with global reach, loyal consumers, and a flair for reinvention. Once a magnet for investment and trust, the brand has gone bad. And when a national brand spoils, it takes the whole pantry with it.
In an era where antisemitism proliferates across borders, Israel holds a unique moral and legal position to lead the fight. A comprehensive law employing universal jurisdiction would send a powerful message: hatred targeting Jews will not be tolerated anywhere in the world.
In 1977, DASH gave voice to a frustrated middle class demanding clean government and national healing. Nearly half a century later, Israel stands at the same crossroads. A call for the formation of Shiluv Chadash — a center-right, pro-democracy party built to last.
Ten foundational elements that separate brands people remember from brands people forget.
Practical branding advice for business owners who know it matters but aren't sure where to start.
Why branding matters most when budgets shrink — and why so many companies get it wrong at exactly that moment.
Past theory and into execution: the practical mechanics of building a brand that actually works.
The brands that win aren't just liked — they're loved. Here's how to build that kind of loyalty from the inside out.
Most brands blend in. A few stand out. The difference isn't budget — it's discipline, clarity, and the willingness to commit.
Globalization raised the stakes for every brand. Here's how to build one that travels well across cultures and borders.
Marketers often lie not to manipulate the public, but to reassure themselves and their bosses. These lies have become so familiar that people have stopped noticing them — until now.
Companies confuse efficiency with service. Customers don't just want information — they want to feel recognized. A customer who tolerates a system is not the same as a customer who trusts a company.
There is no universal formula for management success. What works brilliantly in one company fails in another. Three strategic frameworks — AAA, SCM, and TMS — for navigating the intersection of business objectives and human behavior.
A franchise gives you a foundation — but what you build on top of it is your work. Brand recognition is not momentum. Eleven ways for franchisees to make marketing choices that actually count.
Direct mail is intimate, personal, and different. Done brilliantly, it cuts through the clutter precisely because everyone else abandoned it. Ten rules for making snail mail your secret weapon.
The quickest way to get people to pay attention to what you sell is to borrow the attention they're already giving to something else. Powerful, yes — but dangerously fragile if the connection isn't honest.
Real marketing is strategy, self-awareness, and customer empathy — not clever ads or viral videos. Four classic mistakes companies make over and over, and how to avoid them before they corrupt your brand from the inside.
Cause marketing seems irresistible — do good and do well at the same time. But consumers are perceptive about motivation. The moment they suspect charity exists to generate sales rather than support a cause, the spell breaks.
Word of mouth isn't a marketing strategy — it's the result of your business strategy. Your happiest customer is your best salesperson. Your angriest customer is your biggest threat. Five ways to earn the conversation.
People don't spread marketing — they spread emotions. The brands winning today aren't spending the most money, they're creating the most conversations. Six ways to earn buzz instead of buying attention.
Marketing is not a battle between science and creativity — it's a partnership. The science provides direction; the creativity provides expression. Before you can tell a compelling story, you first have to know exactly who should hear it.
Everybody wants the shortcut — and that's exactly why most marketing fails. A SWOT analysis isn't homework, it's a roadmap. The businesses that win aren't always the smartest; they're usually the most self-aware.
Selling is like sports — the better you get at it, the more you want to do it. Ten core fundamentals that separate mediocre sales from great sales, from working hard and playing to win to being a risk deflator.
The innovations come and go. The jargon changes. But the salespeople who consistently succeed are practicing principles familiar to their predecessors decades ago. Eight enduring fundamentals that no technology can replace.
One of the most persistent myths in business is that anyone can sell. Exceptional salespeople possess a unique combination of attitude, people skills, product knowledge, and selling skills. Here's what that profile actually looks like.
Modern consumers have more options than ever, and loyalty has become harder to earn and easier to lose. The path to greater profitability begins not with products or promotions — but with a deeper understanding of the customer as a long-term asset.
Sales doesn't technically begin with T — but five of its most important ingredients do: Talent, Technique, Teamwork, Technology, and Trust. Together they transform sales from a transaction into a system for creating lasting value.
The most successful salespeople appear to bend the rules — but in reality they understand them so well they know when to adapt them. Eleven enduring fundamentals that work regardless of industry, product, or market.
Planning + Process + Procedure = Profits. It's not fashionable, it doesn't involve disruptive innovation — but it appears again and again in organizations that consistently perform. A framework for sustainable growth.
Children understand things adults in business often forget. Fifteen lessons drawn from childhood wisdom — on promises, opportunities, integrity, and getting out of your own way — that turn out to be surprisingly useful business truths.
Business instinct isn't a gut feeling — it's the accumulation of experience, pattern recognition, and lessons learned. Seven principles for developing the confidence to make decisions when data alone isn't enough.
SWOT tells you about your business. PEST tells you about the world your business lives in. The companies that consistently outperform aren't necessarily smarter — they're just paying attention to what's changing around them.
Teams don't happen naturally — they're built deliberately. Leaders want teamwork but create systems that reward individual behavior. Here's why that contradiction destroys performance, and what to do instead.
Procrastination is rarely laziness. It's a response to uncertainty, fear, limited resources, or weakened belief. The danger is that while we wait, the world keeps moving — and ideas create value only when put into motion.
The most common reason companies fail to secure capital isn't lack of opportunity — it's lack of preparation. The ARPA Capital Recruitment Model: Audit, Repair, Prepare, and Approach. A framework for becoming investment-ready.
Large corporations have more money, more locations, and seemingly endless resources. But they cannot be what an SME is: agile, personal, local, and adaptable. Eight practical strategies for winning when everyone expects you to lose.
After advising nearly 200 organizations across 30 industries and 18 countries, five strategic truths and ten practical rules emerge. Sustainable growth is deliberate — built on customer value, operational excellence, and disciplined execution.
Every company has a business philosophy whether they've articulated it or not. The companies that endure aren't distinguished solely by what they sell — they're distinguished by what they stand for. Five elements that bring philosophy to life.
Financial capital once determined which opportunities could be pursued. Today, the scarcity lies in talent, expertise, and innovation. Organizations constrained by a lack of knowledge — not capital — need a new model for competing.
Most organizations train people to be critics before they are creators — extinguishing sparks of enthusiasm before they can grow. Six practical approaches for countering destructive negativity and building a culture of constructive confidence.
People love to buy but hate being sold. Understanding the forces behind buying decisions — trust, image, emotion, necessity, comfort, faith, and hope — is the difference between a sales strategy and a persuasion strategy.
A $10,000 watch tells time no more accurately than a $100 one. Yet consumers pay the premium. Price is never simply an exchange of money — it's an exchange of meaning. The number matters, but the story behind it matters more.
Most organizations are good at creating strategic plans. Far fewer can connect strategy to execution. Five approaches — sequence, project, organizational, information, and communication — for bridging the gap between planning and results.
Even the most brilliant strategy has one fundamental weakness: it cannot implement itself. Execution is a human activity. Ten questions every organization must answer before connecting strategy to the people responsible for carrying it out.
There is no universal template for strategy — every organization is different. A strategic plan is a management tool, a decision-making framework, and most importantly a process that builds the collective commitment needed to execute it.
Organizations are systems, not collections of independent parts. A challenge in one area is often a symptom of something deeper. An integrated model examining seven dimensions — structural, functional, personal, interactional, cultural, financial, and effectiveness — for sustainable improvement.
Wouldn't it be wonderful if strategies took minutes to create and years to become obsolete — instead of the reverse? Five principles for building strategies that adapt, engage, and endure in a world where yesterday's assumptions expire overnight.
Companies generally have three core strategic choices: compete on price, compete through difference, or compete by focusing on a niche. Once that choice is made, resources, capabilities, infrastructure, and execution must all align behind it. Simplicity can be a strategic advantage.
Large organizations now target local markets and compete directly for customers once considered the exclusive domain of smaller businesses. Ten strategic actions SMEs can take to strengthen their competitive position and build long-term resilience.
Large organizations increasingly target local markets and compete directly for customers once considered the exclusive domain of smaller businesses. Ten strategic actions SMEs can take to strengthen their competitive position and build long-term resilience.
Dishonest marketing occasionally succeeds in creating customers but almost never succeeds in keeping them. Honesty isn't just an ethical issue — it's a strategic one. The purpose of marketing is to create a customer who wants to remain one.
Craig R. Frank is available for keynote speeches, conferences, board retreats, leadership forums, synagogue programs, university events, executive briefings, and private discussions.
Drawing on the themes of his new book, Is AI Good for the Jews?, Craig explores the intersection of artificial intelligence, Jewish life, Israel, business, and the future of society. His presentations challenge conventional wisdom, spark meaningful discussion, and provide practical insights for leaders navigating a rapidly changing world.
Programs can be customized for Jewish organizations, corporations, educational institutions, foundations, policymakers, and community groups. Current topics include:
Craig’s presentations combine technology, history, business strategy, Jewish thought, and current affairs to help audiences better understand the forces shaping the future. For keynote presentations, conferences, executive briefings, workshops, media appearances, or customized programs, please contact Craig through the website’s contact form.
Send a Speaking InquiryCraig’s work explores how emerging technologies are transforming identity, institutions, truth, politics, and culture — and what those changes mean for the Jewish people and the world at large.
He brings a unique perspective to podcast audiences by combining Jewish history, Israeli affairs, and technology into conversations that challenge conventional assumptions and spark new ways of thinking.
Craig is available for podcast interviews, livestreams, panel discussions, media appearances, and moderated conversations.
Send a Podcast InquiryCraig R. Frank is a writer, speaker, and strategist whose work explores how technological change reshapes societies, institutions, and the people who live within them. His writing sits at the intersection of artificial intelligence, Jewish life, Israel, and business strategy — fields often discussed separately, but increasingly impossible to understand in isolation.
His book, Is AI Good for the Jews?, examines one of the defining questions of our time: what happens when a civilization-transforming technology meets one of history’s most resilient and influential communities? Drawing on history, culture, politics, technology, and Jewish experience, Craig uses the Jewish people as a lens through which to understand broader societal change.
In business, Craig has spent years helping organizations clarify their message, strengthen their brands, accelerate growth, and navigate disruption. His work focuses on marketing strategy, sales architecture, organizational positioning, and the distinctive challenges facing family businesses, nonprofits, and mission-driven enterprises.
Drawing on his degree in International Relations, his 12 years living in Israel, and his time serving in the IDF, Craig writes about Israel and Jewish affairs with an independent perspective that resists both ideological reflex and conventional wisdom. His analysis focuses on the deeper forces shaping Israel, the Jewish diaspora, and the evolving relationship between technology, identity, and power in the twenty-first century.
Craig has been a featured speaker at the Florida Sterling Council, the International Project Management Association in Israel, Florida International University, the Pino Center for Entrepreneurship, the Central American Center for Entrepreneurship in Guatemala, the Israel Center for Entrepreneurial Studies, the Small & Medium Business Association in Romania, and numerous synagogues and Jewish organizations. His presentations combine strategic insight, historical perspective, and intellectual curiosity to help audiences better understand the forces shaping the future.
Craig has written more than 300 articles on business strategy and currently blogs about Israel and Jewish affairs for The Times of Israel. He also served as editor of the autobiographies A Soldier’s Story by former Israeli Chief of Staff and government minister Rafael “Raful” Eitan, and A Warrior’s Way by Yom Kippur War hero and former Israeli minister Avigdor Kahalani. Is AI Good for the Jews? is Craig’s first book.
He is available for keynote presentations, moderated conversations, executive briefings, and customized programs.
Whether you're interested in booking Craig for a speaking engagement, discussing a press inquiry, exploring book orders, or simply responding to something he's written — all messages are welcome.
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