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Can AI Support EI Development For Leaders?

Can AI Support EI Development For Leaders?

by Vladimir Novac | Jan 29, 2024 | Impuls series, Leadership and AI, Short Knowledge Bits | 0 comments

Can AI Support EI Development For Leaders?

Do you prefer to listen to this article? Click below to access our AI-generated version of this blog article!

Our MDI trainer and partner Vladimir Novac asked around and collected a few thrilling insights on the connection between artificial and emotional intelligence. Here are 9 ways in which artificial intelligence can support leaders with their development of emotional intelligence. Enjoy reading!

1. Personalized coaching and feedback:

AI-driven platforms can provide personalized coaching to leaders based on their specific strengths and weaknesses in emotional intelligence. Real-time feedback can be generated by analyzing a leader’s communication style, facial expressions, and tone of voice during interactions.

2. Emotion recognition:

AI technologies like natural language processing and facial recognition can analyze leaders’ interactions and identify emotional cues. Feedback can be provided on how well a leader is recognizing and responding to the emotions of others.

3. Virtual reality simulations:

AI-powered VR simulations can create realistic scenarios to help leaders practice and improve their emotional intelligence in various situations. These simulations can mimic challenging workplace scenarios, allowing leaders to navigate emotional interactions in a controlled environment.

4. Chatbots for self-reflection:

AI-powered chatbots can engage leaders in conversations that prompt self-reflection on their emotional responses and decision-making processes. Chatbots can provide insights and resources to help leaders develop a deeper understanding of emotional intelligence concepts.

Are jobs being replaced by AI?

5. Data-driven insights

AI analytics can process large sets of data related to leadership behavior and performance, identifying patterns and correlations. Leaders can receive data-driven insights into their emotional intelligence development progress and areas that may need further attention.

6. Learning platforms with AI recommendations:

AI-driven learning platforms can recommend specific courses, resources, or activities tailored to a leader’s individual needs for developing emotional intelligence. Recommendations can be based on ongoing assessments and feedback.

7. Sentiment analysis in communication:

AI can be applied to analyze written or spoken communication to assess the sentiment and emotional tone. Leaders can receive feedback on how their communication may be perceived and suggestions for improvement.

8. Continuous monitoring and progress tracking:

AI tools can continuously monitor a leader’s interactions, providing ongoing feedback and tracking progress over time. Leaders can receive regular reports on their emotional intelligence development, allowing for adjustments and refinements to their learning strategies.

9. AI-powered coaching platforms:

AI-driven coaching platforms can simulate coaching sessions, providing leaders with practice scenarios and feedback on their emotional intelligence skills. These platforms may incorporate natural language processing to analyze communication patterns and emotional expressions.

As you can see, there are many ways in which AI influences leaders and their emotional intelligence. Join the conversation on Vlad’s LinkedIn to share your thoughts!

Vladimir Novac

Vladimir Novac

MDI Trainer & Partner

Vladimir Novac is based in Bucharest, Romania, and works as top-executive leadership trainer and coach around the globe. He is certified NLP Practicioner and Change Indicator Analyst and especially dedicated to the topics of team development, self leadership, performance management and change. Inspired by a big personal mission, he is enriching the MDI world since many years with knowledge and passion.

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by Christoph Wirl | 1. July 2025 | Leadership and AI, MDI Inside, Short Knowledge Bits | 0 Comments

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AI-Enhanced Leadership: Maximizing Potential with Intelligent Tools

AI-Enhanced Leadership: Maximizing Potential with Intelligent Tools

by Alina Helmlinger | Dec 4, 2023 | Impuls series, Leadership and AI, Leadership in the digital transformation | 0 comments

AI-Enhanced Leadership: Maximizing Potential with Intelligent Tools

Let’s also take a closer look at Ai vs. human – Who has more charisma in today’s world? 

Do you prefer to listen to this article? Click below to access our AI-generated version of this blog article!

AI-Enhanced Leadership: Maximizing Potential with Intelligent Tools

The integration of artificial intelligence (AI) into the world of work presents new challenges and opportunities for leadership development. As AI revolutionizes the landscape of learning and people development, questions arise about the role of leadership in a technologically advanced environment.

In an exclusive interview with Niels Cimpa, learning coach and AI expert, we explore how AI can be integrated into leadership development and what new skills will become increasingly important in an AI-driven world.

How can artificial intelligence AI be used in leadership development and training?

I believe that artificial intelligence (AI) is playing an increasingly important role in leadership training and development, both in formal educational institutions and in continuing education programs. In my opinion, AI can teach complex models and content better and in more detail than humans because it has access to a huge database.

In a leadership seminar, for example, a human could present the basic content, but individual exercises or questions could be answered more effectively by AI. I also see great potential for AI in self-study, such as online learning. As a leader, for example, I could train with an AI to practice non-violent communication and receive individual feedback and explanations.

Thanks to its extensive database, AI can explain content to me in a wide range of scenarios and variations that go beyond the knowledge of a trainer. I therefore believe that AI can contribute a lot to leadership development, especially in terms of content.

Which skills and competencies do you think will become increasingly important for leaders in a working world shaped by AI?

I think that the role of the leader will change in a working world characterized by AI. As AI can increasingly take on content-related tasks, the focus of leaders in the 21st century is shifting away from pure specialist knowledge towards interpersonal skills.

In the future, it will be more important for leaders to think about how they motivate their team, how they set goals, and how they promote a positive culture of discussion and corporate culture. It’s about taking on a supportive and communicative role that focuses on social skills.

I also see problem-solving skills, particularly in the interpersonal area, as increasingly important. Skills such as coaching, i.e. working with people on specific topics, and guiding them through problem-solving processes are becoming increasingly important.

AI can take on many tasks, but it cannot coach or respond individually to personal problems. I therefore believe that, in addition to social skills, shaping interpersonal relationships is becoming increasingly important for leaders.

 

team meeting

This brings me to my next question: what challenges and opportunities does the integration of AI in leadership development present?

I see mostly opportunities in the integration of AI into leadership development, although there are also challenges. One of the biggest challenges I see is the initial skepticism and the need to find out what is feasible with AI in the company.

Leaders first have to embrace the new possibilities and try out many things. Despite initial rejection, companies that are already working with AI have significantly increased their productivity, particularly in the area of training and leadership development.

The opportunities lie primarily in the fact that leaders can focus more on leadership and developing social skills. This can make the corporate culture more human and approachable and potentially flatten hierarchies to a large extent.

Another challenge for leaders is to hand over certain tasks to AI, as they are used to being in control and being informed about everything. This requires a rethink and allowing AI to be more “competent” in certain areas. The advantage of this is that it frees up resources, both for the leader and for the company as a whole.

As a leader, it is therefore very important to think carefully about what role and tasks AI should take on in the company. It is recommended that AI is used to expand knowledge and facilitate work processes. Data protection is a key aspect of this.

I hear a lot that it is a challenge for the leaders of today and tomorrow to concretize the use of AI and to really hand over competencies and tasks so that this can also be achieved.

Yes, I agree that it is a major challenge for leaders to concretize the use of AI in the company and to effectively hand over certain skills and tasks to AI. It’s about managing this change. I would like to add that there is a lot to define, especially the strengths, weaknesses, and dangers of AI.

It is important to set clear rules about what AI can and cannot do, and what tasks it should and should not take on. Defining these guidelines for the use of AI in the company is crucial, especially in the current phase, which can seem somewhat chaotic.

Yes, and I know this myself from our company, it’s simply a matter of trying, trying, trying, as you mentioned earlier. In other words, really engaging in discourse, testing things together, and concluding yourself and your own company.

What do you think about the assumption that AI can largely affect our business in the sense of “Is it even necessary to send leaders on training courses”?

I think that the personal component in terms of learning is indispensable. The experience of seeing a person on a stage, feeling their energy, and being inspired by them is something that AI cannot replace. So I think AI will take over certain areas of training; for some people, it may even be able to do most of the training work.

However, some people prefer interpersonal contact and need the emotion and energy of a physical presence. So I don’t think AI will make the training business completely obsolete, as human interaction will continue to be important. However, there will be areas and target groups that prefer to learn with AI.

Similar to social media or YouTube, where some people prefer to learn via online courses. But I wouldn’t want to learn everything online, even if it were possible. Sometimes I just want to go to an event for the experience, the education, the networking, and that’s something that AI can’t offer me.

 

generational management

That’s why I think it’s really important to see AI as a complementary tool to the existing training opportunities that we use today.

Exactly, it’s about finding a balance and not competing with AI. In terms of knowledge transfer, I probably can’t compete with AI, as it is superior in this area. However, when it comes to charisma, AI can’t compete with me because it simply doesn’t have these human qualities.

Now I’d like to come to an end and talk about your book “Learning Successfully with ChatGPT”. What can leaders learn from your book for dealing with ChatGPT?

My book “Erfolgreich mit ChatGPT lernen” (Learning successfully with ChatGPT), which is mainly aimed at pupils and students, is about effective learning methods with ChatGPT. The book not only conveys specific factual knowledge but also general learning strategies on how to learn quickly and actively. Although the book is primarily aimed at younger learners, the content is useful for anyone.

The ability to quickly familiarize yourself with and understand a topic is extremely valuable. The book shows how to quickly grasp a topic and talk about it, which is especially important in interpersonal interactions. Learning is and remains an important skill, and my book provides guidance on how to acquire knowledge and learn languages efficiently. It also describes how AI can be used as support, for example as a digital assistant or mentor.

Conclusion

In summary, it can be said that the use of AI in leadership development offers the opportunity to convey complex content in a more detailed and individualized way. It is clear that AI not only serves as a tool for more efficient learning but also helps to direct leaders’ focus on social skills and team dynamics.

The challenge lies in integrating AI into existing structures in a meaningful way without neglecting the human component. The integration of AI represents a balance between technological support and the preservation of essential human interactions.

It is about using AI as a complementary tool that enriches the development of leaders without replacing the personal component of learning and leadership. AI thus serves not as a substitute, but as a valuable extension that allows leaders to focus on their core competencies while developing their skills in a technologically advanced environment.

Alina Helmlinger

Alina Helmlinger

L&D Consultant, MA

Alina has been an L&D Consultant at MDI since 2021 and supports clients from various industries in the tailor-made design of various leadership development programs and training courses. In addition to her practical knowledge and the experience she has already gained in further training, she draws on her sound theoretical knowledge from her Bachelor’s degree in Human Resources Management and her Master’s degree in Organizational and Personnel Development, which she completed in June 2022. Alina keeps calm, especially in challenging situations and leaders to reconcile the interests of different stakeholders in complex projects, thereby designing tailor-made HR solutions geared towards customers’ needs.

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by Meike Hinnenberg | 2. July 2025 | Leadership Impact, MDI Inside, Short Knowledge Bits | 0 Comments

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Advancing AI Integration at UNIQA: A Future Focus

Advancing AI Integration at UNIQA: A Future Focus

by Melanie Holzner | Dec 4, 2023 | Customer Story, Leadership and AI, Leadership in the digital transformation | 0 comments

Advancing AI Integration at UNIQA: A Future Focus

Do you prefer to listen to this article? Click below to access our AI-generated version of this blog article!

Advancing AI Integration at UNIQA: A Future Focus

Iris Brachmaier, Group Chief People Officer of UNIQA Insurance Group AG since August 2023 and therefore responsible for international HR, provides insights into the company’s groundbreaking transformation up to 2025 in an interview with our colleague Melanie Holzner. The focus is on the vision of using artificial intelligence (AI) not only to become the most attractive employer in the industry but also to revolutionize the employee experience. The planned talent intelligence platform, powered entirely by AI, will unite all HR standards and processes and innovatively redesign employee development, talent management, and recruiting.

Interface Between Person and Machine

The interview highlights not only the technological aspects but also the ethical and data protection-compliant measures that UNIQA is taking in this AI-driven future. Melanie learned from Iris Brachmaier how UNIQA shapes the interface between person and machine and ensures that employees are at the center of this HR innovation.

How is UNIQA Dealing with the Opportunities and Challenges of Artificial Intelligence (AI)?

We want to become the most attractive employer in our industry by 2025. To achieve this goal, we must also be able to offer the appropriate employee experience throughout the Group. We have therefore identified areas for action: we want to support employees in their career planning and career steps, provide feedback and performance management frameworks, and create a learning experience offering. At the same time, we are investing heavily in people and talent development. The people processes are being revised internationally and standardized. All standards and processes are to be mapped in systems.

The Talent Intelligence Platform

These systems will be combined in a so-called Talent Intelligence Platform, which is 100% powered by AI. This means that UNIQA employees are offered a platform with the vision that they can, for example, develop from claims handler to HR expert.

So you join the platform. It knows exactly who you are and what skills you have from LinkedIn profiles, CVs, or other information in the company. The artificial intelligence compares your current skills with those required for your future role and automatically recognizes where the gap is.

Appropriate development measures are required to close this gap. Possible and suitable measures are then drawn from the Learning Management System by the Talent Intelligence Platform. Training, mentoring, or coaching is also suggested for employees who want to advance their careers.

 

Artificial Intelligence

AI-driven talent management and recruiting

At the same time, we integrate the feedback and target-setting process as well as recruiting into this platform. We not only focus on the employee experience but also the candidate experience, because we want to bring the right employees into the company at the right time. The entire topic of talent acquisition and onboarding is therefore managed very automatically via AI. It starts with job descriptions being created via the system: You can arrange interviews automatically through artificial intelligence. It also provides the interview documents.

Our vision

We may even go so far that the first interview is no longer conducted by recruiters themselves, but is controlled by the platform. There will then be a human touch in the personal touchpoints. That is our vision, and we will have implemented it in the next two years. This certainly means a completely different way of working for the HR function, because a lot of things are fully automated. At the same time, however, it also allows the function to concentrate on the really important tasks, as many administrative tasks are automated.

The human side

It is also about emphasizing the human side: There needs to be a balanced relationship between person and machine, with the human always being at the forefront and the one who can positively influence the view, sensitivity, and employee experience. The tools and artificial intelligence are a support for us to have the capacity to take intensive care of our employees.

Have measures been taken so far to prepare employees for the use of AI and to ensure that they accept these technologies?

There is an accompanying comprehensive change management and transformation program. These processes and tools are being developed and selected across all our teams and functions. We have a communication plan in which we communicate a lot so that all employees in the HR function know what to expect. Nevertheless, it’s human nature to ask what this means for you personally when faced with such a big change.

A whole new IT landscape

There is certainly a lot of uncertainty, as the leap is huge. We are moving from a very basic IT landscape to something completely new and modern, skipping some steps that other companies may have already taken. This transformation is therefore accompanied by a dedicated project stream that is exclusively concerned with ensuring that employees are on board. Everyone should know what we are doing, they should be involved in the projects, select the systems, and experience first-hand what this new world can look like. We have change ambassadors, sounding boards, and many other ways for employees to provide anonymous feedback. Personally, it is also important to me to pick up the employees and be close to them so as not to create excessive demands and uncertainty.

The 5 most important soft skills for leaders in the age of AI

Is UNIQA taking measures to act ethically and in compliance with data protection regulations?

Yes, absolutely, we are already doing that. We are one hundred percent GDPR-compliant, and when selecting these systems, we check together with our data protection officers, Legal, Compliance, and, of course, IT Security how the data is processed, where it is stored, and what happens to the data.

We ensure that there are deletion routines for applicant data, as it is stipulated that this data may not be stored indefinitely, although such platforms generally offer this option. We analyze where the data is processed and whether this takes place within Europe. This is a key criterion when selecting such platforms.

What is UNIQA’s general attitude towards AI? How open is the corporate culture to the use of AI?

We are experimenting in various areas, and our IT department ultimately set up a so-called Center of Excellence team that deals with the use of artificial intelligence in the company. The topic of customer service is now also strongly driven by AI in our business model. We use chatbots to process claims and customer inquiries, which is now highly automated and involves a lot of artificial intelligence.

However, even in the larger corporate context, this is a step-by-step preparation of our employees for this changing world and changing way of working, including in our core business functions. This is another part of the HR function to accompany this business transformation. Just as we are doing for HR employees, this is also happening for employees in other parts of the company.

On the road to the future: AI integration and employee development at UNIQA

The culture is undergoing a development process, and we have our own Culture Office that is working intensively to ensure that these new approaches are also incorporated into the corporate culture. It is important to us that people are always at the forefront, as I said earlier: People, machines, and interaction are important, but ultimately people come before machines. This is also anchored in our corporate culture, which is why we are determined to involve all of our employees accordingly and take them along with us.

The common path with our employees

Within the company, we have identified which future skills we need, and these are the ones we currently have across various job families. We believe that we can deliver 85-90% of future skills through training. This means that we will simply develop our employees and take them on the journey. So there is not such a great need to hire new employees externally. This is also a statement to our employees – that we are happy to have them and are absolutely convinced that we can go this way together with them. We do everything we can to ensure that they develop the necessary skills.

Conclusion – a living promise for a promising future

UNIQA’s ambitious steps towards an AI-driven HR future not only demonstrate a pioneering technological spirit, but also a clear commitment to employees. The company’s emphasized openness to change, ethical conduct and active involvement through comprehensive change management make it clear that UNIQA is not only pointing the way to the future, but also ensuring that all employees can help shape this path.

In this transformation process, UNIQA is not only proving to be a pioneer in AI-based innovation, but also an advocate of a working world in which the strengths of person and machine are in harmony – a vivid promise for a promising future.

Iris Brachmaier

Iris Brachmaier

Group Chief People Officer of UNIQA Insurance Group

Iris Brachmaier has been Group Chief People Officer of the UNIQA Group since August 1, 2023. She is responsible for Group HR, Culture, Diversity & Inclusion in 18 countries. Before joining UNIQA, Iris Brachmaier held various top management positions in the Automotive, Paper & Packaging and IT sectors. As Vice President Corporate Development & Group HR at the global GG Group, she was responsible for strategy, ESG, organizational development and HR.
Her current focus is on the development and implementation of people strategy, digital transformation and organizational design as well as employee experience and leadership effectiveness.

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Melanie Holzner

Melanie Holzner

Junior L&D Consultant

Melanie started at MDI in 2021 as a project manager and supported clients in organizing leadership trainings. Since the beginning of 2023, she has been working as a Junior Learning & Development Consultant and designs tailor-made, sustainable training programs for her clients. Melanie attaches great importance to the highest quality and continuously strives to make a sustainable contribution to the development of leaders and thus to an improved world.

Since joining MDI, UNIQA Insurance Group AG has been one of her long-standing clients. In an interview with international HR leader Iris Brachmaier, she discusses the use of AI in HR at UNIQA.

  • LinkedIn

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by Meike Hinnenberg | 2. July 2025 | Leadership Impact, MDI Inside, Short Knowledge Bits | 0 Comments

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AI in Leadership in 2025: Impressions from Leadership Horizon

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Recap: This was the L&D Summer at MDI

Recap: This was the L&D Summer at MDI

by Iris Burner | Oct 3, 2023 | Leadership Impact, MDI Inside, Short Knowledge Bits | 0 comments

Recap: This was the L&D summer at MDI

Prefer to listen to the article? Click below to access our AI speech-generated audio. However, if you want to read it as usual, keep scrolling.

Recap: This was the L&D summer at MDI

Summer at MDI is not only the time to relax from the heat and the stress of everyday life but also the time to get educated and gain new inspiration. This July, two of our MDI colleagues experienced an enriching educational journey at the Metaforum Summer Camp in Italy.

Read this blog post to learn about their experiences and get inspired!

Congress of Diversity and Practice

Iris, one of our team members, had the opportunity to participate in the “Congress of Diversity and Practice“, a two-day event that combined knowledge and practical experience in a unique way. The congress offered a selection of about 20 workshops, from which the participants could choose 6.

The main focus was on actively experiencing different workshop formats. From interactive discussions to practical exercises, there were numerous opportunities to absorb new knowledge and integrate it into one’s own work.

Metaforum

From resilience to sustainability

Workshops covered a variety of exciting topics, including resilience, mindfulness, and sustainability. Participants had the opportunity to try out methods such as Dynamic Facilitation and Lego Serious Play, which challenged their problem-solving and communication skills in new ways.

These hands-on approaches allowed participants to unleash their creative potential and develop innovative solutions.

More than a learning event

But the congress was much more than just a learning event. The atmosphere was characterized by openness and cooperation. The joint lunch and dinner offered the perfect opportunity to exchange ideas with colleagues from other companies and departments.

At the various evening events, it was possible to make valuable contacts in a relaxed atmosphere and to benefit from the experiences of others. The congress took place in an idyllic monastery near Padua, surrounded by picturesque vineyards.

This environment was not only inspiring but also created a calm and concentrated learning atmosphere. Participants were able to enjoy the beauty of the surroundings while giving free rein to their creativity and willingness to learn.

4 Arten der Resilienz

A broadening of our horizons

The Metaforum Summer Camp and the “Congress of Diversity and Practice” have not only enriched the personal and professional development of our MDI colleagues but also helped to move our company forward.

The new insights and ideas they brought back from Italy will undoubtedly help improve our L&D initiatives and expand the diversity of our offerings.

Conclusion

Overall, the L&D Summer at MDI this year was a resounding success. It demonstrated once again how important continuous education and sharing of knowledge and experiences are to our success.

We are excited to see how the fresh ideas and impressions from Italy will shape our future projects and look forward to more inspiring summers at MDI.

Iris Burner

Iris Burner

L&D Consultant

Since 2022, Iris has been an L&D Consultant at MDI, supporting leaders and organisations worldwide in personal development and creating tailored training programs. She values the personal learning experience and ensures clients benefit from valuable insights. With a background in adult education and professional experience in a renowned corporation, Iris has a comprehensive understanding of company needs and develops customized solutions for sustainable development and growth.

 

Together with other L&D consultants, Iris contributed to our MDI whitepaper and shared her experiences with PORR.

  • LinkedIn

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In Dialogue with Michael Kolleger: Leadership 4.0 – AI in Transition

In Dialogue with Michael Kolleger: Leadership 4.0 – AI in Transition

by Michael Kolleger | Sep 29, 2023 | Digital Transformation, Impuls series, Leadership and AI | 0 comments

In Dialogue with Michael Kolleger: Leadership 4.0 – AI in Transition

Prefer to listen to the article? Click below to access our AI speech-generated audio. However, if you want to read it as usual, keep scrolling.

In dialogue with Michael Kolleger: Leadership 4.0 and AI in transition

In the kick-off of our new expert series “Leadership 4.0: Leadership in the Changing AI Era“, Data Scientist Michael Kolleger took the time for an interview with us. As part of this interview series, we want to get a clearer picture of artificial intelligence and talk about leadership over the next few years.

Read this interview to join us in broadening your digital horizons and gaining more insight into the complexities of AI transformation.

Hello dear Michael, thank you for taking the time for this interview! First of all, please introduce yourself. How would you briefly describe yourself and your profession?

As a Data Scientist in a senior position, I am responsible for leading a highly skilled team group specialized in data-driven solutions. My career field encompasses several key functions, including presales activities, product development, and initiating innovative ideas.

In presales, I am instrumental in convincing potential customers of our data-driven solutions. I analyze their requirements and present customized solutions to meet their business needs. In product development, I work closely with our technical team to design and develop data-driven products and services. Here, the focus is on using data to improve our products.

In addition, it is my job to foster creative ideas and innovative approaches to constantly explore new opportunities for data-driven solutions and further develop our company.

What would you say are three exciting projects you’ve worked on recently related to artificial intelligence?

  • Energy Provider, Hong Kong: As a Data Scientist on this project, I had the challenging task of analyzing data from the energy sector in Hong Kong and developing intelligent solutions for the smart grid. Our work enabled us to use real-time data to predict power consumption and production and manage the network more efficiently.

 

  • Automotive, Germany, Investigating Generation Z’s Opinion on Mobility: In this project, my team analyzed extensive data from social media to deepen Generation Z’s understanding of mobility and language preferences. These insights helped the automotive industry to develop targeted marketing strategies and better tailor products to the needs of the young target group in the future.

 

  • Banking, Hong Kong, Developing New Financial Strategies with AI: In this exciting project, we supported a global bank in HK to break new ground by developing financial strategies using artificial intelligence. We analyzed market data, global economic trends, and business news to create advanced AI models. These models helped the bank make informed investment decisions, minimize risks, and optimize its portfolio management.

That sounds really exciting! But what exactly is artificial intelligence? Please describe this term as simply as possible.

Artificial intelligence (AI) is like a smart computer that tries to mimic human thinking. It learns from information, draws conclusions, and makes decisions, much like we humans do. But it’s important to understand that AI is not a panacea. Rather, it is a tool that can be used to solve very specific problems.

Think of AI as a toolbox full of specialized tools. Each of these tools is designed to tackle a specific task or problem. For example, one AI tool may be used to recognize images, another to translate text, and yet another to make predictions based on data.

The key to using AI effectively is to choose the right tool for the right task. AI can help perform complex calculations, identify patterns in data, and automate repetitive tasks. Overall, AI can help us solve specific problems faster and more efficiently, but it requires wise application and expertise to have its full impact.

In the context of artificial intelligence, some often worry that their work will be replaced by artificial intelligence. How do you see this danger? Above all, what then is the role of a leader in the use of AI?

The concern that artificial intelligence (AI) could replace human labor is understandable. In fact, some repetitive and data-intensive tasks in many industries can be automated through AI. This can lead to efficiency gains, but it also presents challenges and opportunities for the workplace.

A leader’s role in the use of AI is to provide strategic direction and accountability. Here are some important aspects:

  • Strategic alignment: leaders need to understand how AI will impact their industry and company. They should define clear strategic objectives for how AI can help achieve business goals.
  • Resource allocation: executives are responsible for allocating the necessary resources, including talent and technology, to successfully implement AI initiatives.
  • Quality control: executives must ensure that AI applications are developed and deployed ethically and responsibly. This includes privacy, bias mitigation, and transparent decision-making by AI systems.
  • Collaboration with AI: AI can complement human work by performing routine tasks while humans focus on more creative, strategic, and interpersonal tasks. Leaders should encourage the integration of humans and machines to achieve the best possible results.
  • Crisis management: when job changes due to AI are imminent, leaders need to develop strategies for retraining and redeployment to mitigate the impact on the workforce.

Overall, the introduction of AI does not necessarily mean replacing workers, but rather shifting tasks and providing an opportunity to expand human capabilities. Leaders play a critical role in making these changes positive by finding the right balance between technology and human talent.

team meeting

What skills must a leader have in order to use AI successfully? What technical skills are necessary?

In order to successfully deploy artificial intelligence (AI) in their area of responsibility, a leader should have several skills and attributes:

  • Strategic vision: the ability to develop and communicate a clear vision and strategy for the use of AI in the organization.
  • Understanding of AI fundamentals: a basic knowledge of how AI works, its applications, and its potential is essential.
  • Technological understanding: knowledge of the technologies used for AI applications and their impact on the business.

How realistic is it that a portion of our executives will be made up of robots in the future?

Extremely unlikely.

So what would such a leadership style look like? One that consists solely of artificial intelligence?

A leadership style based solely on artificial intelligence (AI) would focus on data analysis, algorithm-based decision making, and automation. In this scenario, AI would continuously analyze large amounts of data to identify trends, patterns, and opportunities. It would generate recommendations for business decisions and make them based on objective data.

AI leadership would focus on efficiency, data optimization, and predictable operations. However, human leadership elements such as emotional intelligence, empathy and interpersonal relationships would be missing. This could lead to an emphatically rational and data-focused leadership culture that certainly neglects the creative and social aspects of leadership.

Where do you see advantages and disadvantages here? What can already be taken over by artificial intelligence, what should still remain human?

Challenges and limitations:

  • Complexity of human interaction: leaders often need to manage complex interpersonal relationships, act empathically, and communicate strategic visions. This is a capability that AI systems have so far been limited in their ability to mimic.
  • Creativity and innovation: developing new ideas, strategies, and creative solutions is an essential part of leadership that requires human intelligence and experience.
  • Acceptance and trust: Acceptance of robotic leaders in the workplace and employee trust in such systems could be barriers.

Artificial intelligence (AI) has already demonstrated the ability to automate and take over human tasks in many areas. Here are some examples of tasks and work areas where AI is being used successfully:

  • Image and speech recognition: AI systems can recognize and interpret images and speech, which is used in applications such as facial recognition, text translation and virtual assistants.
  • Chatbots and customer service: AI-based chatbots can handle customer queries, solve problems and provide information.
  • Financial and investment analysis: AI can be used in the financial industry for automated analysis of market and investment data.
  • Medical diagnosis and imaging: In medicine, AI helps diagnose and analyze medical images such as X-rays and MRI scans.
  • Manufacturing and robotics: robots with built-in AI are used in manufacturing to automate tasks such as assembly, quality control, and material handling.
  • Human resource management: AI can assist in applicant selection, monitoring employee performance, and identifying training needs.
  • Traffic control: in cities, AI systems are used for traffic monitoring and optimization to improve traffic flow.
  • Cybersecurity: AI can help monitor networks and systems for threats and take quick countermeasures.
  • Translation and speech processing: AI can translate texts in real-time and enable human-like speech in chatbots and virtual assistants.

generational management

Now that we’ve talked so much about artificial intelligence – what concrete first steps can companies/leaders take? How can we incorporate AI into our everyday work step by step?

  • Education and training: Start with training and education for leaders and employees to foster a basic understanding of AI and its applications.
  • Identify use cases: Identify specific areas or tasks in your organization where AI could add value. These could be tasks with high data content or routine tasks.
  • Data preparation: make sure your data infrastructure is solid. Clean, high-quality data is critical to successful AI applications.
  • Pilot projects: Launch small pilot projects to test the feasibility of AI applications in your organization. This allows you to gain initial experience.
  • Partnerships and outsourcing: Consider working with AI experts and vendors to leverage expertise and resources without building everything in-house.
  • Ethical guidelines: Develop ethical guidelines for the use of AI to ensure that the technology is used responsibly and in line with your values.
  • Communication and change management: Make sure you inform your employees about the introduction of AI and demonstrate the added value for them. Consider fears and concerns.
  • Measuring ROI: Establish clear KPIs to measure the return on investment (ROI) of your AI initiatives and ensure they are delivering business value.
  • Scale: if pilots are successful, consider scaling up and expanding the use of AI in other areas.
  • Feedback and adaptation: continuously gather feedback from employees and adapt your AI strategy accordingly for continuous improvement. 

One last question I’d like to ask all of our guests. What do you see as the biggest challenge for leaders in the next 5 years?

Overall, leaders in the next 5 years will face the challenge of balancing technological innovation, business growth, and social responsibility while facing a rapidly changing business environment and changes in the socio-cultural environment. The ability to adapt and use technology strategically will be critical.

 

  • Digital transformation: leaders must successfully guide their companies through digital transformation, which means adapting business models, processes and culture to remain competitive.
  • Change in the socio-cultural environment: Generation Z, born in the late 1990s and 2000s, is shaping the socio-cultural environment with new values and behaviors. Their influence has led companies to pay increased attention to social responsibility and adapt their marketing strategies to reach this target group.
  • Talent management: attracting and retaining technology and data science professionals will be a challenge. Leaders must be able to build and develop talented teams.
  • Rapid change: Technological developments and market changes occur rapidly. Leaders must be agile and adaptable to respond to unexpected events.
  • Global uncertainties: Economic uncertainties, geopolitical tensions, and global crises could affect business operations. Leaders need to be resilient and develop risk management strategies.
  • Sustainability: sustainability goals and environmental impacts are gaining importance. Leaders must develop strategies to be environmentally responsible.
  • Workplace culture and employee well-being: Creating a positive workplace culture and employee well-being is becoming increasingly important to attract and retain skilled workers.

Thank you for this exciting interview, Michael!

Michael Kolleger

Michael Kolleger

Data Scientist

Dr. Michael KOLLEGGER is a distinguished Senior Data Scientist with an illustrious career spanning over 30 years in the field of Data Analysis and Artificial Intelligence.

With more than two decades of experience specifically dedicated to Artificial Intelligence, Dr. KOLLEGGER has consistently demonstrated his expertise in gathering and analyzing business requirements, leading to the development of innovative AI solutions.

  • LinkedIn

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