My recent free webinar Leadership in the Age of AI: Critical Thinking, Judgement and Risk with Michael Schlosser of Sim-X Strategy got me thinking about what has changed for internal advisers when it comes to the art of influencing. Today, leaders have more advice available to them in seconds than they have ever had before.
A quick question: When you review a proposal, analysis, or AI-generated output, what are you actually testing? Most people focus on the answer. Does it look right? Is it well expressed? Does it align with what we expected? All reasonable checks, but they miss something more fundamental, which is the answer is only as good
“What are you up to with AI?” I’ve been asking that question a lot lately, and most responses focus on use cases, productivity gains, which tools to prioritise and, of course, AI governance. All are valid and important conversations BUT perhaps you need to be having a different conversation. Many organisations are treating AI itself
I recently asked myself: “Am I surprised at the completely different speeds AI is being adopted today?” And my answer did not come easily. I landed on “No”. For context, I was not surprised a year ago about the different speeds. However, as of today I continue to come across organisations that are not adopting
Can the humans in the loop be trusted? How often are you hearing lately “We’ll always keep a human in the loop”? This is recognition that AI can’t be blindly trusted, even when it is a narrow use case, as your AI model can still change if the operating environment changes. But can we trust