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The experience of using a vehicle with automatic gears came with ambivalence and excitement. On one hand, it was pleasantly easy and less physically and psychologically demanding. I understood why many people like their cars to be automatic. On the other hand, it was also associated with fears that some aspects of my driving skills could atrophy over time due to automation. Moreover, there were worries that a person might become overconfident due to automation. Interestingly,

Decades ago, organisations often achieved success through a relatively simple management concept: delegation. Management set objectives; managers assigned responsibilities; people executed. And success was all about how well things got delegated, monitored, and done. This worked great, as most of the information analysis, decision-making, monitoring and execution relied on people. Today, artificial intelligence seems to challenge some of these fundamental premises. In many wa

Each police force employs dedicated units to deal with cold cases. They do not work on active cases but re-examine cases that remain unsolved and in which available evidence does not provide any clear answers. Moreover, the passing of time might have blurred the facts rather than brought more clarity. I am starting to view dormant AI pilots as cold cases in the same manner. In recent years, a plethora of AI pilots, proofs of concept, and other experiments have been carried ou

AI discussions have been mostly around labour productivity. Organisations have begun to track metrics around increased outputs, decreased costs, shorter timeframes for decision-making and greater efficiency or automation. These days, dashboards are mostly created with productivity in mind. Such measures matter. Productivity, competitiveness and effectiveness are constant pressures on organisations. But maybe there is one more thing to be considered. As technology handles more

One of the things that has always fascinated me as a certified Business Analyst is how many concepts originally related to process analysis are popping up in talks about AI workflows. Much has changed in the technology. The need for understanding how the work creates value has not changed. Years ago, companies used to invest a lot of resources into process analysis before implementing any new technology. Business analysts would spend a lot of time studying processes, activiti

This recognition from Thinkers360 reflects contribution in a space that is evolving quickly. Generative AI is now widely accessible. It can produce text, code, and answers at speed. That layer is already understood. The shift is happening beyond that. Generative AI is moving from output to influence. It is starting to shape how decisions are explored, tested, and understood before action. This changes the role of AI. It is no longer only about generating content.It is about s