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.

Leaders must learn to vary the tempo in a dynamic context, manage rhythm and synchronization in an interconnected world, and embrace adaptive rules and structures when confronted with pressure across multiple timescales.

In highly ambiguous and challenging contexts, a random approach to decision-making confers a number of advantages.

In a volatile, uncertain world, successful strategies are those conceived as portfolios of options rather than as roadmaps. Here's how to create and communicate such strategies.

The next era of competition is at hand. To succeed in an environment of high uncertainty, greater short-term pressure, and tighter resource constraints, companies must become even better and more efficient at developing options for future advantage while continuing to perform in the present.

We need to reinvent the measurement tools we use to understand organizations, and quantum mechanics provides a promising basis to achieve this.