AI killed me
As many executives at major companies step down under pressure from artificial intelligence, leadership is set to undergo a profound transformation
Stepping up their game. With the emergence and promise of artificial intelligence (AI) solutions, everyone needs to enhance their knowledge and professional skills to stay ahead of the curve. Starting with business leaders, first and foremost.
The CEO shuffle has begun. Since the start of the year, several heads of iconic companies have stepped down. While most of these changes appear to have been anticipated and carefully considered, many have nevertheless highlighted the need for governance suited to the AI era. After 12 years at the helm of Walmart, the historic leader in U.S. retail, Doug McMillon retired, believing his mission accomplished - particularly in the company’s digital transformation in the face of competition from Amazon. He believes that from now on, generative AI must be fully and comprehensively integrated into the company’s supply chain and its relationship with customers.
At The Coca-Cola Company, although he remains chairman of the board, James Quincey has stepped down from operational leadership, believing that a new generation should drive technological innovation. Shantanu Narayen has also passed the torch at the helm of software publisher Adobe, as has Alex Chriss at PayPal, the payments platform. These are all companies and sectors being touched by the first waves of AI. Knowing when to leave is still a form of leadership.
AI fluent. While one might applaud a certain elegance in stepping down - or at the very least not seeking re-election - before becoming technologically obsolete, the fact remains that shareholders and investors, fearing a tidal wave, are no longer satisfied with mere promises regarding AI. They demand that executives provide a clear and actionable vision for automation. From now on, CEOs must be “digital natives” who are also “AI fluent.” It is up to them to assess the impacts, understand the codes, and anticipate the transformations, as AI alters decision-making processes, fosters a data-driven decision-making culture, and influences performance. In any case, leadership is evolving. AI will not replace CEOs, but only those who think they can do without it.
By nature, people remain the most sensitive component of any company. Technical and legal issues, though unprecedented, will be overcome. Beyond that, it is indeed the employees and partners as a whole who must be brought on board in a collective effort. And it is human strategic autonomy that we must seek. The managerial class is destined to transform. If leaders become the architects of their platform-based companies, they will need to be visionaries, engineers, and philosophers - true mission-driven leaders.
While stability has been elevated to the status of a value, it becomes a risk in a world where algorithms collide. Constant motion thus becomes a lifeline for brands. “Mobilis in mobile” is Captain Nemo’s motto in Jules Verne’s “Twenty Thousand Leagues Under the Sea”. Following his example, we must keep moving in a world that is in motion. More than ever, this motto should be emblazoned on the front of every company.
The path ahead will be demanding. For, as Gabrielle Halpern noted as early as 2020 in her excellent essay “Tous centaures! Eloge de l’hybridation” (Editions Le Pommier/Humensis),“ we are drawn toward what resembles us, what we already know, what falls within the realm of the familiar,” highlighting the need for hybrid initiatives and profiles.
The more artificial intelligence advances, the more emotions will be needed to unite humans under a single banner.
This article was originally published in French in l’Opinion