Innovation in the Age of AI

The topic of artificial intelligence is largely framed negatively in public debate:

* Is AI destroying jobs?

* Does it undermine societal values?

* What about misuse?

* Is it taking power over humanity?

These are important questions. However, innovators are not only concerned with risks and problems.

The top companies, for example, utilize AI for new entrepreneurial approaches.

The top companies provide insight into how to generate a productivity leap from the apparent threat posed by AI. This new technology creates opportunities for novel products and services as well as significant efficiency gains within processes.

To harness the opportunities of this fundamental change, leadership is needed that serves as a role model and encourages innovation. Clear processes and a deliberate design of the organization are necessary to achieve the required flexibility and creativity. The company's activities must be supported by a culture that values and fosters innovation, even when experiments fail. Lastly, opportunities for innovation almost always arise outside the company, making the management of the "Open Innovation" interface more crucial than ever.

Neither hype nor hysteria help with implementation, but a sober assessment of opportunities and risks is needed to create an appropriate action plan.

How can leaders convince their teams that continuous learning, especially about AI, is a must and can be enjoyable? The conditions are good: A good number of people see AI not only as a replacement for labor but also as a chance to increase job satisfaction. Not in translation of foreign languages or in optimizing supply chains, but especially when AI can take over routine tasks. Now people prefer more demanding activities rather than threats.

However, not everyone is convinced yet. As always, skepticism accompanies new technology. People have often experienced that new technologies and the efficiency gains they bring have benefited companies more than themselves.

Looking at the job market, it is clear, that the expectations in the capabilities of employees constantly rise. This concern is understandable since not too many currently have the necessary skills to handle AI.

So how can leaders alleviate this fear in their team and convince their employees that continuous learning, especially regarding AI, is essential and can be enjoyable?

Those who are engaged in motivating people to learn, know:

It's easy to read about it, but not so easy to implement it in reality - even if the right training opportunities exist.

Continuous learning should no longer be seen as a tedious necessity but should be felt as a pleasure. For that, the environment must be right, and appropriate role models are needed.

Those who are open-minded and perhaps see a personal advantage will be more likely to venture into unknown territory when they see that others have already made progress.

The ability to learn will be more than ever a key competence. For this reason, as Accenture CEO Julie Sweet revealed at the World Economic Forum in Davos, that she asks all applicants in interviews: "What have you learned in the past six months?"

She added: What the candidates have learned is irrelevant. It's only about finding out if someone is curious about learning something new, as that is the prerequisite for transformation.

And how would you have answered that question?

I would love to receive your answer to that question and whether you are now convinced that continuous learning will get you to the next level. Please email me at [email protected]