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Tagged with: #talent
Posts tagged with #talent address the human capability challenges of technology transformation through practical workforce development approaches.
Llantwit Major |
Published in
AI
and
Board
| 8 minute read |
In June 2024, I proposed that organisations would need to compensate workers whose expertise became embedded in corporate AI models. The rise of personal AI agents inverts that assumption entirely: individuals are already investing thousands annually in always-on agents that encode their professional judgement, domain expertise, and decision-making patterns — capability that belongs to them, not their employer. This article explores what happens when the most valuable AI in your organisation walks in with the employee and walks out when they leave, and why the IP boundaries, contractual frameworks, and talent strategies needed to navigate this shift don’t yet exist.
New York |
Published in
AI
and
Board
| 13 minute read |
AI coding tools don’t close the expertise gap — they amplify it. Research shows senior developers capture twice the productivity gains of juniors, while a randomised controlled trial found experienced developers actually worked slower with AI than without, the hidden taxes of verification offsetting initial speed. This article explores the verification premium — and why Boards should ask not “can we use AI to write code cheaper?” but “do we have the verification capability to ensure AI-generated code creates value rather than debt?”
Llantwit Major |
Published in
AI
and
Board
| 8 minute read |
Workers with genuine AI capabilities command premiums of 28-56%; those targeting AI-exposed roles without substantive skill development face a 29% earnings penalty. The same roles, opposite outcomes, and the difference lies in the quality of capability investment, not access to tools. This article examines why this bifurcation extends to the Boardroom itself, where the IoD now positions AI competence as a core NED responsibility. For Boards, the strategic question becomes: is your workforce developing verification and judgement, or just collecting certifications — and can you tell the difference?
Llantwit Major |
Published in
AI
and
Board
| 9 minute read |
AI’s primary value isn’t replacing people, it’s releasing the intellectual capital trapped in undifferentiated work. Yet in many Boardrooms, workforce reduction remains the default success metric for AI initiatives. This article makes the case for the redeployment dividend: redirecting freed human capacity toward outcome-impacting work, complex judgement, and innovation that AI cannot replicate. For Boards, the strategic question shifts from “how many roles disappear?” to “what valuable work aren’t we doing because our best people are buried in tasks they don’t need to do?”
New York |
Published in
AI
and
Board
| 15 minute read |
While organisations transfer decision-making agency to AI systems, accountability remains with humans, yet boards approve AI deployment without investing in the verification capability needed to ensure it. In this article, I demonstrate why this creates a strategic choice with measurable consequences: augmentation preserves expertise pipelines whilst achieving efficiency gains, but replacement destroys capabilities that cannot be rebuilt, turning apparent cost reduction into systematic competitive disadvantage.
London |
Published in
AI
and
Board
| 15 minute read |
As I discussed in my article on building and managing AI-capable teams, organisations face a critical challenge in acquiring the right talent for AI transformation. This reminds me of the early days of cloud adoption, when I advised enterprises on their migration strategies. Back then, I witnessed the same scramble for scarce talent, which led me to advocate strongly for upskilling existing teams rather than relying solely on external hiring.
Limassol |
Published in
AI
,
Board
and
Cloud
| 7 minute read |
As organisations adopt artificial intelligence (AI) more widely, a critical challenge emerges: how do you build and manage teams capable of delivering on AI’s promise of increased productivity, enhanced customer experiences, accelerated innovation, and sustainable competitive advantage?
Vienna |
Published in
AI
and
Board
| 10 minute read |
As artificial intelligence (AI) advances into the workplace rapidly, one of the most pressing questions on everyone’s mind is, “If machines can do our jobs faster, more accurately, and at a lower cost, what happens to us?” It’s true that AI is beginning to redefine the very essence of work, raising concerns about the potential displacement of knowledge workers. However, I’d like to propose an alternative perspective—one where those same workers earn the same or more whilst working far fewer hours.
