The Next Next Common Sense
automation to “augmented management,” where AI systems provide mul- tiple scenario simulations while humans determine which scenarios align with organizational values and strategic objectives. The complexity frontier emerges when we consider not just the tech- nical challenges of implementing AI but the organizational adaptations required. Companies must redesign workflows, develop new forms of oversight, and reimagine how decisions are made when both human and digital intelligences contribute to the process. “We had to unlearn decades of management thinking,” notes Ahmed, a Chief Technology Officer at a global firm. “We were trained to believe that decision-making authority should follow hierarchical structures. But in an augmented intelligence environment, authority needs to flow to wherever the best combination of human and machine intelligence exists for a particular decision.” TA IhaenEdmLearrggienLg aRnigs uk as goef MG eo nd eelrsa t i v e While augmented intelligence offers tremendous potential, the rapid evolution of generative AI and large language models (LLMs) presents new risks that organizations must navigate. These powerful technologies can create remarkably human-like content—from text and images to code and music—raising novel challenges around accuracy, originality, and potential misuse. Jana, Chief AI Officer at a global media company, gathers her lead- ership team to discuss their generative AI strategy. “These models have incredible capabilities, but they also introduce specific risks we need to address systematically,” she explains. “They can hallucinate—confidently present incorrect information as fact. They can generate content that ap- pears original but actually incorporates copyrighted material. And they can potentially be used to create sophisticated misinformation at scale.” The most sophisticated organizations are developing comprehensive approaches to these risks:
399
Made with FlippingBook. PDF to flipbook with ease