"The opportunity is enormous: to reimagine work, unlock creativity, and expand what organizations and people can do. So is the pressure. In response, many organizations are rolling out tools and launching pilots. Some of this activity is necessary. Much of it, however, misses the deeper point. Too many leaders are asking: how will AI change us? The better question is: what kind of leadership will we build to guide AI?"
"AI's promise lies in bold experimentation. Even in the most sophisticated organizations, however, fear is quietly constraining it. Leaders ask their people to make intrepid experiments with AI, while launching efficiency programs that employees interpret as precursors to job cuts. When people feel exposed, they play small. Breakthrough ideas give way to micro use cases and firms refine today's' model instead of creating tomorrow's."
AI is pervasive across organizational settings and offers opportunities to reimagine work, unlock creativity, and expand capabilities. Many organizations respond by deploying tools and pilots, but such activity often overlooks leadership choices that shape outcomes. Leadership decisions determine the systems, norms, and capabilities used to apply AI. Bold experimentation is essential, yet fear and efficiency pressures constrain ambition, causing teams to favor small, incremental use cases over transformative ideas. Leaders should create protected spaces for AI experimentation, reducing perceived career risk and fostering psychological safety so teams identify problems earlier, challenge assumptions, and learn faster. Historical examples include Siemens and Toyota protecting jobs during process reinvention.
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