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Leading AI-First Organisations

By employing leaders capable of creating an AI framework — because they are awake and aware to the unintended effects of AI on social well-being, data integrity and privacy, diversity, and governance — organisations seeking to transform into being AI-first are well positioned to engage in trustworth

Image of lines and hexagonal blocks with the letters AI
Photo by Steve Johnson on Unsplash.
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This article is part of my Strategic Outlook series.

In his 1872 novel, Erewhon, Samuel Butler explored the notion of self-replicating machines that had rudimentary consciousness but steadily evolved to become the dominant species on the planet. This essentially dystopian conceptualisation of thinking machines is a common Luddite fear stemming from "what does this mean for me" and often manifests in what Isaac Asimov coined the 'Frankenstein complex'. That movies have propagated these fears in the shape of HAL 9000 or the Terminator, has only further ingrained an almost visceral concern about the ends of artificial intelligence.

In the wake of the global phenomenon that is Chat GPT, I mused about some of these possibilities in Ghost Writers — Rise of the Machines, but this only dealt cursorily with the immediate ends of the technology in academia and did not address the strategic means on which an increasing number of companies are seeking to capitalise.

The business case for AI is a tantalising one which offers senior leaders the holy grail of: