Blurred Vision: Leadership in the Age of AI

As we step into an era increasingly shaped by artificial intelligence (AI), the role of leadership within this space is not just evolving, but also becoming more intricate and pivotal. Being part of Agile Leadership Journey’s AI Leadership Lab, led by Pete Behrens, has provided me with invaluable insights into the multifaceted challenges, strategies, and implications of AI adoption across businesses.

Our discussions cover a wide range of topics, highlighting AI's vast influence on business processes and culture. We've explored everything from ethical concerns like data privacy and algorithmic bias to the cultural shifts AI brings, such as job displacement and changing work dynamics. One of the most pressing questions we face is whether leadership should focus solely on financial outcomes or if it must also consider the broader human and ethical impacts of AI.

In his book Co-Intelligence: Living and Working with AI, Ethan Mollick references a study analyzing 1,016 job categories. The study revealed that most jobs have some degree of overlap with AI capabilities. This research underscores the profound changes AI could bring to the workforce, affecting nearly every industry somehow, and in many respects crystalizes the unique nature of the disruption this technology will cause.

The challenge for leaders isn't just technical or financial; it's about preserving human value within organizational culture and brand.

Business leaders must navigate the delicate balance between embracing AI and maintaining the human touch that is essential to both customers and employees. The temptation to seek perfect solutions can be paralyzing, but AI's presence is now a permanent fixture in the business landscape. However, it's reassuring to know that this doesn't have to mean the end of human-centric values, but rather a new chapter in their integration with AI.

“To truly harness the benefits of AI, we must equally invest in nurturing our human potential. Neither alone is sufficient. Both are essential. … Leaders who exhibit high levels of awareness, wisdom, and compassion are ideally suited to embrace the future by leveraging both AI’s capabilities and their own human qualities.”

– Rasmus Hougaard, Founder & CEO, Potential Project

To address these challenges at the Business Agility Institute (BAI), we have drawn upon the Domains and Capabilities of Business Agility, using them to prioritize and integrate AI in ways that align with our unique business culture. Additionally, we've begun research with agile leaders and AI experts to better understand how these domains can improve organizations' ability to realize AI's potential. We plan to release our findings in a Snapshot Report later this year, and we welcome anyone interested in contributing to this research to reach out.

As you continue your AI journey, a focused and straightforward approach can be highly effective. Begin with basic research into available resources and talk with industry peers to gain insights. Pay attention to the behaviors and strategies that have already driven your success in business agility. These can inform your AI adoption, policy development, and governance, ensuring that employees and customers remain at the forefront.

The guidelines of AI leadership may be blurry, and much remains to be learned and defined. I see success depending on how well organizations can maintain and enhance the human experience amidst rapid technological change. This means a clear understanding of organizational priorities, values, and identity will be more critical than ever. This clarity will guide decisions and retain focus and determination in the face of AI's transformative power.

Christopher Morales is wearing a plaid shirt is smiling for the camera

About the Author

Christopher Morales is a digital producer for Business Agility Institute (BAI), AI enthusiast, and champion of human-centricity in the modern world of work. As an avid sports fan, he believes it's the intangibles that influence the wins.

Connect with Chris on LinkedIn.