In large organizations, AI is accelerating innovation, changing information flows, and augmenting talent—which requires a different type of leadership.
Strategy is key in the AI-age, with 85% of respondents saying that successful leaders at AI-enabled companies must possess strategic vision and three-quarters noting the importance of business insight.
Rather than traditional oversight, leaders should emphasize delegation and empowerment and demonstrate inspiration and empathy for employees.
AI-enabled companies are beginning to experience a self-reinforcing virtuous cycle: where AI enables a new kind of leadership, and those leaders are more able to maximize the impact of AI.
The proliferation of AI has led to increasingly decentralized corporate structures and new ways of working. At companies around the world, we’re seeing more democratized skill-building, flatter hierarchies, dismantled organizational divides, and less traditional supervision.
These shifts have profound implications for companies—and for the leaders who run them. Those at the helm of startups or incubators have long understood the leadership style that enables success within their organizations. These are the environments in which jazz leadership has thrived: an ensemble approach that, unlike an orchestra, is free-flowing, collaborative, and able to constantly evolve to create something new.
As AI enables larger companies to adopt many of the characteristics of these smaller, more disruptive organizations, they will need to adapt their leadership style accordingly. This is a key finding from our recent survey of 160 senior executives at Chinese companies representing 13 industries. More than 80% of the companies operate internationally, and half of those companies have more than 10,000 employees. READ MORE
By Fang Ruan (阮芳), Nikolaus Lang, Vincent Chin, Sagar Goel, and Regina Tsai
Source: bcg.com
A University of Washington study found that participants generally followed the hiring recommendations of biased large language models. The study asked 528 participants to work with simulated large language models to choose candidates for 16 different jobs. Researchers simulated AI models with different levels of bias which would generate hiring recommendations for resumes submitted by fictional, equally qualified men.
As artificial intelligence tools continue to transform work and workforce skills change rapidly, employers need to take a skills-first approach that prioritizes candidates’ abilities, the report found. To do it successfully, though, this focus should be a companywide approach rather than “just an HR project,” researchers said.
Today, European packaging stands at a turning point. Broad-based growth has given way to a mature market shaped by flat volumes, tighter margins, and customers whose expectations rise every year. The challenge is not survival, but reinvention, finding new ways to create value in a sector that once grew simply by doing more of the same.
