The rise of AI presents an opportunity for humans to step up to the challenge of refining, emphasizing, and applying our own human strengths to differentiate corporate decision-making. However, human capabilities, like making moral judgments, and using imagination or intuition, are often untrained, impulsive, or implicit. Thus, to distinguish and elevate their decision-making processes, organizations need to actively codify and foster the requisite human decision-making skills. This article outline five imperatives towards this end.

Corporate change is notoriously difficult and often fails. One reason is that success is considered to depend only on how change is executed—that is, the quality of “change management.” We argue that change must instead be treated as a strategic problem, varying the approach to change depending on the type of challenge encountered and the internal characteristics of the company.

The language of business reveals the lingering legacy of “scientific management” from the early industrial era, which is ill-suited to modern corporate challenges. We propose imperatives for a new management agenda that emphasizes humanism over a narrow consideration of productive efficiency.

"Evolvable scripts" offer a flexible, concise alternative to traditional knowledge-sharing methods, empowering employees to adapt and innovate while keeping essential tasks clear and manageable.

Companies can easily get stuck in their mental models, science fiction can provide a spark for breaking the mold.

By creating a cycle of learning and forgetting, companies will be better able to adapt to changing environments, evading the mental entrapments of the past.