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LEARN MOREThe 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.
"AI is an umbrella term, so it’s very important to look into the specific applications you’re thinking of using at your company to see if there are real technical advances that power them. […] The people who are working at your organization are best positioned to evaluating whether AI might be used to carry out their tasks."
"Managing in the age of outrage is not managing outrage. Managing outrage is crisis management, and we’ve done that for years now. The age of outrage is capturing this zeitgeist at the moment."
"Just like human beings, businesses age. And, like organisms, they fight aging at every level. […] But the truth is, as you age, you’ve got to change how you behave, how you manage, and how you invest."
"A big bet is a strategy that has the potential for high impact, but also cannot be predicted. You need these big bets – but you have to [..] approach them differently than you do your normal, incremental strategies."
Navigating today’s dynamic business landscape requires an endless quest for new knowledge. Discover how CEOs can leverage curiosity to drive innovation, growth, and future success.
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