BGA’s Business Impact magazine: Issue 1, 2025 | Volume 23

GUEST COLUMN

individuals to focus on meaningful work and relationships. The second layer focuses on wellbeing in culture. By rooting organisational practices in dignity, freedom, invention and agency – what I refer to as the ‘Four Culture Cornerstones’ – leaders can build systems that empower individuals to reach their full potential. These principles ensure that innovation and wellbeing are interconnected. The third and final layer prioritises human connection. At its heart, digital wellbeing is about ensuring that technology serves people, not the other way around. By designing systems that elevate human relationships, leaders can create spaces where trust and collaboration flourish. ELEVATING LEADERSHIP AI and XR offer transformative possibilities when integrated thoughtfully into leadership practices. AI provides tools for personalised coaching, real‑time emotional insights and data-driven decision-making, enabling leaders to better understand their teams and make informed choices. Meanwhile, XR opens up new dimensions for immersive storytelling, empathy training and virtual team-building exercises. These tools enhance leadership by helping leaders design spaces of psychological safety and creativity. Rather than replacing human effort, they amplify it and enable leaders to tackle complex challenges while maintaining a focus on connection and purpose. As I write in my book Digital Wellbeing : “We are social animals who are built to connect. Our future is going to continue to involve technology in ways that are expansive. The time is now to be informed about potentials and make choices that empower the collective.” INTENTIONAL DESIGN Drawing from my work as an experience designer at MindWise and educator at Stanford University, I’ve seen how

intentional design can transform digital wellbeing from an abstract concept into a lived reality. Leaders who integrate frameworks such as the Four Culture Cornerstones not only improve individual wellbeing but also build stronger, more resilient organisations. For educators, this might mean leveraging AI to reduce administrative burdens, freeing time for deeper student engagement. For business leaders, it could involve using XR to cultivate empathy and innovation. To design systems where both people and technology thrive, leaders need to approach their roles with intentionality, curiosity and creativity. Here are three top pieces of advice, which I elaborate on in Digital Wellbeing with examples and research: establish clear boundaries for digital tool usage, so that technology serves its purpose without contributing to burnout; use immersive tools, such as XR, to create meaningful, shared experiences that deepen team collaboration and enhance understanding and flexibility; and prioritise moments of awe and wonder within organisations, designing opportunities that inspire imagination and a sense of purpose across teams. Each of these strategies empowers leaders to balance technological innovation with human connection. This is a pivotal moment for leadership. As we navigate the increasing presence

of integrated technology in our lives, the decisions we make today will shape the future of our organisations and communities. Digital wellbeing is not merely a series of considerations and frameworks; it’s a foundation for thriving in a rapidly evolving world. The opportunity is clear. By prioritising relationships, fostering creativity and integrating purpose into their systems, leaders can design a future that elevates the quality of human experience and embraces AI-enabled technology systems to support goals. This isn’t just about keeping pace with change, it’s also about thriving in the process, empowering leaders and their teams to embrace purpose, imagination and connection in ways that redefine success.

Caitlin Krause is the author of Digital Wellbeing: Empowering Connection with Wonder and Imagination in the Age of AI, published by Wiley. She is also the founder of the consultancy MindWise and teaches about wellbeing

and technology at Stanford University

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Business Impact • ISSUE 1 • 2025

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