Six executive roles that AI will not eliminate
Leaders should delegate mechanical execution to AI but retain ownership functions that will remain critical to organizational differentiation.
Leaders should delegate mechanical execution to AI but retain ownership functions that will remain critical to organizational differentiation.
Tesla, Porsche, and Alfa Romeo each unveiled a new car this month. Each one answers the same question differently: Once a machine can drive it, what is a car for? The answer matters to every organization.
If leaders default to headcount reduction, the result will be an organization that is smaller but not smarter.
Record CEO turnover and an AI transition that most companies are failing to profit from send a clear signal: The job of leading and governing an enterprise has fundamentally changed. Here is what leaders must do to change with it.
Organizations that view AI as just another technology project will increasingly find themselves irrelevant.
Leaders should delegate mechanical execution to AI but retain ownership functions that will remain critical to organizational differentiation.
Tesla, Porsche, and Alfa Romeo each unveiled a new car this month. Each one answers the same question differently: Once a machine can drive it, what is a car for? The answer matters to every organization.
Our minds wander nearly half the time, and it makes us unhappy. A three-star chef, a 13th-century Zen monk, and a pot of my mother’s lentils show how dinner can bring us back.
These three questions can help boards rebalance for AI without discarding the experience they rely on.
If leaders default to headcount reduction, the result will be an organization that is smaller but not smarter.
Most AI redesigns start with a task list. That’s why they fail. Start with what the role is for, and
Record CEO turnover and an AI transition that most companies are failing to profit from send a clear signal: The
83% of S&P 500 companies now flag AI as a risk, yet fewer than 3% of directors have AI expertise.
With 82% of organizations running AI agents they don’t know about, personal agents like Muse and Dots are about to
Exhausted? The question isn’t what’s wrong with you, but what’s wearing you down. Resilience training can’t fix a design flaw.
Leaders should delegate mechanical execution to AI but retain ownership functions that will remain critical to organizational differentiation.
Tesla, Porsche, and Alfa Romeo each unveiled a new car this month. Each one answers the same question differently: Once a machine can drive it, what is a car for? The answer matters to every organization.
These three questions can help boards rebalance for AI without discarding the experience they rely on.
If leaders default to headcount reduction, the result will be an organization that is smaller but not smarter.
Most AI redesigns start with a task list. That’s why they fail. Start with what the role is for, and
Record CEO turnover and an AI transition that most companies are failing to profit from send a clear signal: The
83% of S&P 500 companies now flag AI as a risk, yet fewer than 3% of directors have AI expertise.
With 82% of organizations running AI agents they don’t know about, personal agents like Muse and Dots are about to
AI is making workers faster, but most companies aren’t getting richer. The difference comes from the system built around the
My son was diagnosed at 18 with a disease that mostly strikes people in their late sixties. It changed how
Leaders should delegate mechanical execution to AI but retain ownership functions that will remain critical to organizational differentiation.
Tesla, Porsche, and Alfa Romeo each unveiled a new car this month. Each one answers the same question differently: Once a machine can drive it, what is a car for? The answer matters to every organization.
These three questions can help boards rebalance for AI without discarding the experience they rely on.
If leaders default to headcount reduction, the result will be an organization that is smaller but not smarter.
Most AI redesigns start with a task list. That’s why they fail. Start with what the role is for, and
Record CEO turnover and an AI transition that most companies are failing to profit from send a clear signal: The
83% of S&P 500 companies now flag AI as a risk, yet fewer than 3% of directors have AI expertise.
With 82% of organizations running AI agents they don’t know about, personal agents like Muse and Dots are about to
Exhausted? The question isn’t what’s wrong with you, but what’s wearing you down. Resilience training can’t fix a design flaw.
My son was diagnosed at 18 with a disease that mostly strikes people in their late sixties. It changed how
Tesla, Porsche, and Alfa Romeo each unveiled a new car this month. Each one answers the same question differently: Once a machine can drive it, what is a car for? The answer matters to every organization.
Record CEO turnover and an AI transition that most companies are failing to profit from send a clear signal: The job of leading and governing an enterprise has fundamentally changed. Here is what leaders must do to change with it.
AI is making workers faster, but most companies aren’t getting richer. The difference comes from the system built around the tools, not the tools themselves.
What we lose when an app remembers our dead for us.
Your best work was shaped by people who never took credit.
Machines may learn facts. They can’t learn to be you.
Europe is treating digital sovereignty as a question of self-determination. Every business should now do the same.
How to maintain your edge—and your humanity—as AI redefines the workplace.
These two specific types stand out.
Here’s how to build the new capabilities.
Leaders should delegate mechanical execution to AI but retain ownership functions that will remain critical to organizational differentiation.
If leaders default to headcount reduction, the result will be an organization that is smaller but not smarter.
Record CEO turnover and an AI transition that most companies are failing to profit from send a clear signal: The job of leading and governing an enterprise has fundamentally changed. Here is what leaders must do to change with it.
Amid warnings from industry insiders that AI will soon outpace human control, IMD’s experts break down where business leaders should be focusing their attention.
Decisional and adaptive sovereignty belong on every board’s agenda.
For all their power, the authors do not control what happens next. They still need something from the rest of
Half of U.S. workers use AI to write their messages. Here’s how to lead when machines do the talking.
If your AI roadmap assumes young people will lead adoption, you’re building on a myth.
AI is taking over the front line. Whether that deafens your company or sharpens its hearing depends on decisions leaders
To understand our current moment in AI, it helps to know a little bit about diamonds.
Our minds wander nearly half the time, and it makes us unhappy. A three-star chef, a 13th-century Zen monk, and a pot of my mother’s lentils show how dinner can bring us back.
Exhausted? The question isn’t what’s wrong with you, but what’s wearing you down. Resilience training can’t fix a design flaw. Here’s what can.
My son was diagnosed at 18 with a disease that mostly strikes people in their late sixties. It changed how I think about AI.
Confucius taught that repeated conduct makes the person. But now, your feed pays you for the first draft, and your AI agrees with everything you say. Here is how to train yourself.
The lesson isn’t to unplug — modern life won’t allow it. It’s to decide before the music starts, so there’s
Stop looking for the last destination. Start building the next one.
What we lose when an app remembers our dead for us.
Working with a tireless machine makes stopping feel like failure.
Your best work was shaped by people who never took credit.
Machines may learn facts. They can’t learn to be you.