"Much of today's uncertainty revolves around artificial intelligence - and the decisions around AI just keep coming at leaders. How much tech debt will AI coding tools saddle your organization with? What kind of leadership skill set do you and your people really need in the AI age? Can AI really give you a sustainable competitive edge over your rivals?"
"These questions inform three of the articles on this year's MIT SMR top 10 list. The most widely read AI article of all, "Philosophy Eats AI," by David Kiron and Michael Schrage, poses the weighty question of whether leaders are making AI decisions that reflect their organization's philosophies - or simply defaulting to the philosophies built into the large language models and generative AI tools that they're using. (Hint: The default choice has its drawbacks.)"
Leaders face pervasive uncertainty that creates emotional discomfort while signaling both opportunity and adversity. A major source of that uncertainty is artificial intelligence, which forces trade-offs about tech debt, required leadership skill sets, and whether AI provides a sustainable competitive edge. AI choices should be aligned with organizational philosophies rather than defaulting to assumptions embedded in large language models and generative tools, because default choices carry drawbacks. Ongoing human challenges include culture and people management, designing meetings that produce genuine group decisions instead of fake consensus, and adapting policies for hybrid work. Leaders must balance short-term productivity gains with long-term systemic risk when adopting AI.
Read at MIT Sloan Management Review
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