AI usage is widespread, but measurable business impact remains limited. Where is the value going?
AI is called strategic, yet lives a parallel life in most organisations. Ambition is high, execution lags.
Leaders see AI as an opportunity, not a threat. But optimism without clear frameworks creates new risks.
Leaders want AI for speed and efficiency, but draw a firm line at decision-making autonomy.
AI should strengthen leadership, not replace it. Keeping that balance is an active choice, not a given.
AI has changed a lot, but not how work feels. Real impact requires more than sporadic use.
Analytical skills are rising in priority while relational competencies decline. Can we sharpen thinking without weakening trust?
