It’s so very tempting, is it not, to just run with your AI’s answer. It’s all about productivity, right? We’re expected to get more done with this wonderful new tool at our disposal. And checking what seems obviously right seems so laborious and unnecessary. Even though you know something may have been missed or is
I hope I didn’t scare you with my blog last week about confirmation bias and the increased risk to our decision making from our here-to-please and oh-so-convincing AI App team member. Even so, this risk poses a significant governance challenge for all organisations: ensuring accountability for decisions made. Across the organisations I have been working
More and more I am asking myself, “If AI is becoming more capable every month, what uniquely human capabilities become more important?” Here is an example of why. I recently recounted a conversation I had with my CoPilot App with a colleague. I told her I had asked CoPilot whether a particular methodology I had
I’ve recently been talking to leaders about the conversations they’re having with their AI companions. Do you have a voice version of your AI app? Mine is Copilot. What I have come to realise is that with a private, always-available sounding board to help them think, test ideas and make decisions, a CEO or any
In the final blog in my series on The Art of Influence in the Age of AI we are in the last quadrant of my Pathfinder Model, Make them Believe. (You can find a brief overview of my Pathfinder Model in the second blog in this series, Finding Your Pathway to Influence in the Age