"As generative AI, automation, and geopolitical shifts reshape the business landscape, leadership itself is undergoing a transformation. The traditional levers-capital, strategy, market timing-still matter. But increasingly, competitive advantage is determined by how leaders respond to a new set of questions: Are you treating silicon as a commodity or as a strategic asset? Can your infrastructure grow without exceeding your energy budget?"
"In recent conversations with leaders at the forefront of these shifts-including executives at Scale AI, Zoox, and NVIDIA as well as historians of global tech policy-four powerful signals have emerged that each offer a strategic imperative for the AI era. Together, they reveal a central truth: Navigating technological change is no longer about forecasting the future; it's about being structurally prepared to respond to it."
Generative AI, automation, and geopolitical shifts are altering competitive dynamics and requiring new leadership choices. Traditional levers such as capital, strategy, and market timing remain important, but leaders must answer strategic technology questions about silicon, scalable infrastructure within energy constraints, and team readiness for sustained ambiguity. AI development requires human judgment, high-quality labeled data, and clear value choices that shape model behavior. Prioritizing transparency, communication, and public trust can be more important than narrow technical milestones. Four strategic signals point to a central imperative: build organizational structures and capabilities that enable rapid, values-aligned responses to technological change.
Read at Harvard Business Review
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