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AI in Leadership in 2025: Impressions from Leadership Horizon

AI in Leadership in 2025: Impressions from Leadership Horizon

by Christoph Wirl | Jul 1, 2025 | Leadership and AI, MDI Inside, Short Knowledge Bits | 0 comments

AI in Leadership in 2025: Impressions from Leadership Horizon

You want to listen to this article? You can find an AI-generated version here:

AI in Leadership in 2025: Impressions from Leadership Horizon

Christoph wrote this article for his print magazine, Magazin Training. You can also find this article in Issue 04 2025, pages 22-23.

On May 15th, 2025, over 150 HR professionals and executives gathered at the SO/Vienna hotel to explore one of today’s most pressing leadership questions: How is artificial intelligence redefining leadership—and what new capabilities will leaders need to thrive? Hosted by MDI, the conference Leadership Horizon focused on the theme “Leading with AI Agents: Navigating the Future of Human-AI Leadership” and delivered a day packed with insight, real-world applications, and powerful dialogue.

From Managing Machines to Leading AI

“We used to lead machines during the industrial era. Now, in the age of AI, we must guide intelligent systems—and be guided by them.” With this statement, the conference captured a key shift: leadership is no longer just about people. Instead, it must evolve into a role that navigates a growing ecosystem of smart, autonomous systems. Tomorrow’s HR will lead not only humans but also AI agents.

When AI Books Flights and Writes Proposals

MDI CEO Gunther Fürstberger kicked off the day with a compelling live demo that showcased what AI agents are already capable of—or will be very soon. Our attendees watched in awe as Gunther guided an AI assistant through tasks like booking flights, generating proposals, and performing administrative work that typically takes hours—all in just minutes.

“What you’re seeing may still be a few months out,” Gunther explained, “but it’s coming. By automating routine admin work, leaders can finally refocus on what matters: guiding people, thinking strategically, and driving innovation.” The takeaway was clear: AI will not just transform work—it will reshape our very understanding of productivity and time.

Voice First: The New Human-AI Interface

Next on stage was Malcolm Werchota, Business Strategist and AI evangelist, whose session “Co-Leading with AI – How Humans, Voice, and AI Agents Shape the Future Together” tackled the nuances of human-AI collaboration. Malcolm didn’t shy away from controversy, arguing that excessive data privacy fears can stifle innovation. “Of course, data protection is important,” he said, “but we need practical frameworks that don’t paralyze progress.”

One tip that resonated strongly with the audience: start using voice interfaces to interact with AI. “Speaking to systems can be up to three times faster than typing,” Werchota noted. “Voice-first isn’t just an option—it’s becoming the norm.”

We also made sure that networking was more than an afterthought. Carefully curated meetups during breaks allowed our attendees to forge meaningful connections in a structured yet relaxed setting, sparking deeper conversations beyond casual small talk.

AI in Leadership in 2025: Impressions from Leadership Horizon

Christoph wrote this article for his print magazine, Magazin Training. You can also find this article in issue 04 2025, pages 22-23.

On May 15th, 2025, over 150 HR professionals and executives gathered at the SO/Vienna hotel to explore one of today’s most pressing leadership questions: How is artificial intelligence redefining leadership—and what new capabilities will leaders need to thrive? Hosted by MDI, the conference Leadership Horizon focused on the theme “Leading with AI Agents: Navigating the Future of Human-AI Leadership” and delivered a day packed with insight, real-world applications, and powerful dialogue.

From Managing Machines to Leading AI

“We used to lead machines during the industrial era. Now, in the age of AI, we must guide intelligent systems—and be guided by them.” With this statement, the conference captured a key shift: leadership is no longer just about people. Instead, it must evolve into a role that navigates a growing ecosystem of smart, autonomous systems. Tomorrow’s HR will lead not only humans but also AI agents.

When AI Books Flights and Writes Proposals

MDI CEO Gunther Fürstberger kicked off the day with a compelling live demo that showcased what AI agents are already capable of—or will be very soon. Our attendees watched in awe as Gunther guided an AI assistant through tasks like booking flights, generating proposals, and performing administrative work that typically takes hours—all in just minutes.

“What you’re seeing may still be a few months out,” Gunther explained, “but it’s coming. By automating routine admin work, leaders can finally refocus on what matters: guiding people, thinking strategically, and driving innovation.” The takeaway was clear: AI will not just transform work—it will reshape our very understanding of productivity and time.

Voice First: The New Human-AI Interface

Next on stage was Malcolm Werchota, Business Strategist and AI evangelist, whose session “Co-Leading with AI – How Humans, Voice, and AI Agents Shape the Future Together” tackled the nuances of human-AI collaboration. Malcolm didn’t shy away from controversy, arguing that excessive data privacy fears can stifle innovation. “Of course, data protection is important,” he said, “but we need practical frameworks that don’t paralyze progress.”

One tip that resonated strongly with the audience: start using voice interfaces to interact with AI. “Speaking to systems can be up to three times faster than typing,” Werchota noted. “Voice-first isn’t just an option—it’s becoming the norm.”

We also made sure that networking was more than an afterthought. Carefully curated meetups during breaks allowed our attendees to forge meaningful connections in a structured yet relaxed setting, sparking deeper conversations beyond casual small talk.

Malcom Werchota

Conducting the AI Orchestra: What Leadership Looks Like Now

A key moment of the day was the virtual keynote by AI advisor Ayesha Khanna, livestreamed from Singapore. Her talk “Future of Work: Amplifying Human Potential in the Fourth Industrial Revolution” offered a hopeful vision of collaboration rather than replacement.

“This revolution isn’t about machines replacing humans,” she emphasized. “It’s about using technology to amplify human strengths.”

AI in Practice: The Voestalpine Case

The afternoon sessions dug deeper into implementation. Ernst Balla, HR Director at Voestalpine Metal Forming, gave a candid account of the company’s ongoing AI transformation. His talk “Insight into Voestalpine’s AI-Driven HR Transformation” laid out a modular, trial-based strategy that helped the Austrian industrial giant test, learn, and adapt fast.

Crucially, Ernst explained how early employee involvement and transparent communication helped overcome initial skepticism. His case study offered valuable lessons for HR leaders seeking to launch their own AI initiatives: successful AI integration is incremental, iterative, and above all—human-centered.

“Stop Hiring Humans?” A Thought-Provoking Provocation

One of the day’s more polarizing sessions came from Gernot Winter, co-founder of Superintelligenz GmbH. His talk, titled “Stop Hiring Humans! How, Why, and When AI Agents Will Replace Us in the Workforce”, was designed to provoke. Drawing a historical parallel, Winter referenced Pope Leo XIII, known for his stance on labor during the first industrial revolution—and jokingly suggested that the current Pope might call himself Leo XIV in response to today’s AI upheaval.

Despite the bold title, Gernot closed with a smile: “Please don’t actually stop hiring humans!” His real message: companies must prepare for a future where routine tasks are handled by AI—and human talent is upskilled for more meaningful, creative, and ethical work. “It’s not a question of if,” Gernot concluded, “but when. And new, more demanding roles will continue to emerge.”

Coaching in the Age of AI: The SAIGE Project

Later in the afternoon, our participants were introduced to SAIGE, an AI-powered coaching tool for leadership development, presented by Hamza Khan and Bailey Parnell. “We’re at a turning point in how we develop leaders,” Khan remarked. “Imagine every leader having 24/7 access to personalized feedback and support.” With SAIGE, that vision is already becoming reality.

A Real-World Use Case from PwC

Kirstin Zellmer, Leadership Ambassador at PwC Germany, shared how one of the world’s leading consultancies is embedding AI in daily leadership tasks. Her presentation, “People Manager Guide – A PwC AI-Driven Knowledge Tool”, showed how knowledge-sharing and guidance can be scaled effectively using internal AI tools.

Human vs. Machine: The Final Debate

The day closed with a high-level panel discussion on a central question: How much leadership can we delegate to AI—and how much still requires a human touch? Panelists included AI Austria board member Ruben Hetfleisch and UNIQA’s Innovation & AI Lead Barbora Dörflinger. The consensus? The future belongs to those who can strike the right balance between human intuition and machine intelligence.

Christoph Wirl

Christoph Wirl

Editor of Magazine Training

Christoph is an experienced editor with a demonstrated history of working in the education management industry. He is skilled in Small Talk, Writing, Entrepreneurship, Scuba Diving Instruction, and Public Speaking. Christoph graduated from Wirtschaftsuniversität Wien and is now editor and publisher of Magazin Training. He also wrote the book “Bullshit Busters” and is very knowledgeable on all things AI.

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by ARS Academy, MDI | Feb 5, 2025 | Best Practice, Leadership and AI, Leadership Tips | 0 comments

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No Success without Diversity: Why it Matters

The world of work is facing major challenges – from economic uncertainty and the shortage of skilled workers to technological change. However, one of the greatest opportunities for companies is the conscious promotion of diversity and inclusion.

In our latest study with the ARS Akademie, we examine, among other things, diversity in companies and show the potential offered by a diverse work environment. Read this blog post and learn more about our exciting findings!

Why diversity is more than just a buzzword

Diversity in the company means more than just a mix of different backgrounds and perspectives. It is about a conscious strategy that offers all employees equal opportunities and specifically promotes their strengths.

According to the survey, 63% of companies have already introduced flexible working hours to enable better integration. In addition, 51% of companies encourage collaboration between departments to learn from each other and work better together.

External studies also confirm the positive influence of diversity: the current McKinsey study, Diversity Matters Even More (2023), shows that companies with a high level of diversity are 39% more likely to be financially more successful than less diverse companies. This finding shows us that diversity is not only an ethical concern but also offers a clear economic advantage.

Diversity in recruiting: promoting talent in a targeted way

Another important topic in the area of diversity is recruiting: 38% of the companies surveyed have actively integrated diversity into their recruiting strategies to appeal to a broader range of talent and to attract the best talent regardless of origin, gender, or other factors.

In addition, 31% of companies have anchored diversity management as an integral part of their corporate strategy. Nevertheless, there is still considerable room for improvement: only 30% of companies offer targeted training programs for leaders to actively promote diversity and involve them in decision-making processes.

There are significant deficits at the management level in particular. A study by Deloitte from 2024 shows that the proportion of diverse leaders in Austria remains low. The study highlights that a lack of diversity in management positions can impair the innovative strength and competitiveness of companies in the long term.

Diversity in recruiting: promoting talent in a targeted way

The impact of diversity on business success

Diverse teams are not only more creative, they are also more productive. According to studies, companies that consciously promote diversity can expect up to 36% higher innovative strength. This is because diverse teams bring different perspectives to the table and thus find better solutions to complex problems.

In addition, an open and inclusive corporate culture leads to higher employee satisfaction, which in turn has a positive impact on productivity and employee retention.

The survey results confirm this trend: companies with clearly defined diversity measures report higher motivation and engagement among their teams. At the same time, more and more companies recognize that diversity is not only an ethical but also an economic advantage.

Diverse teams are better able to respond to market changes and drive innovation, which can be crucial in times of rapid technological change.

Challenges in implementation

Despite the recognized advantages, there are still hurdles to implementing diversity strategies. The management survey shows that 15.8% of companies have not yet taken any measures to promote diversity and inclusion. Implementation often fails due to a lack of awareness or a lack of strategic anchoring in corporate goals.

Another obstacle is unconscious bias, which often unconsciously influences recruitment and promotion decisions. To counteract this, companies should increasingly focus on training and awareness-raising measures. However, there is still room for improvement here: only 30% of companies currently offer targeted training for leaders to live and benefit from diversity.

Conclusion: from intention to implementation

While many companies recognize the importance of diversity, implementation often falls short of expectations. Leaders are called upon to take active measures to promote an inclusive corporate culture. This includes not only training for leaders, but also clear diversity goals, targeted recruitment measures, and embedding diversity in the corporate strategy.

Companies that manage to establish diversity not just as a concept, but as a fixed component of their success model, will benefit in the long term from greater innovative strength, better employee retention, and increased productivity.

Now is the time to see diversity not just as a theoretical ideal, but to use it as a strategic success factor for the future!

MDI Management International

MDI Management International

MDI is a global leader in leadership development with 60 years of experience. With offices worldwide and a network of over 250 international consultants and trainers, MDI offers training and consulting services in various languages. The company designs and implements customized programs for leaders at all levels, high potentials, experts, project managers, and salespeople – locally, internationally, and globally.
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by MDI & ARS Academy | Jan 14, 2025 | Best Practice, Leadership in the digital transformation, Leadership Tips | 0 comments

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Leadership challenges and solutions in 2025

In an increasingly complex and uncertain world, companies and their leaders face numerous challenges. In collaboration with the ARS Academy, we conducted the Management Survey 2024. It offers valuable insights into the key issues that companies are currently dealing with and will deal with in the future.

It shows how companies can address internal and external challenges, with a particular focus on talent acquisition and work-life balance. Learn more about the results of the management survey in this blog post!

Key challenges: from talent management to digitalization

1. recruiting and retaining talent

For 67% of leaders, attracting and retaining qualified employees is the biggest challenge. The shortage of skilled workers, which is further exacerbated by demographic change, also makes it increasingly difficult to find suitable talent and retain them in the company in the long term.

Smaller companies with up to 250 employees are facing particular challenges. They often have fewer resources than large companies and must therefore be more creative to be perceived as attractive employers and to compete with the offers of larger companies.

2. Economic uncertainty

More than half of the respondents (54%) cite economic uncertainty as a problem that makes their planning more difficult. Volatile markets, geopolitical conflicts and rising operating costs mean that companies need to develop more flexible strategies.

3. Technological change

52% of companies see technological change as a key challenge. While digital skills are becoming increasingly urgent, investments in new technologies are prioritized more highly by smaller companies (65%) than by larger companies (41%).

4. Sustainability and ESG

Sustainability is also becoming more and more of a priority, mainly due to issues such as climate change and new legal requirements. 43% of companies have incorporated ESG strategies into their day-to-day operations, but only 12% reward the achievement of these goals with management bonuses.

This shows that sustainability is an issue for many companies, but is not yet fully anchored for all of them.

Key challenges: from talent management to digitalization<br />

Work-life balance: aspiration and reality

Our survey makes it clear that the work-life balance of employees is a top priority for leaders: 93% consider it to be “very important” or “somewhat important”. Interestingly, only 71% of leaders see their own work-life balance as equally fundamental.

This disparity shows that some leaders need to strengthen their role model function when it comes to self-care in order to promote a sustainable corporate culture in the long term.

The most important measures for a better work-life balance

  1. Remote work and home office: 85% of companies offer alternative working methods. We see this as a clear sign that adaptable workplace designs are becoming more and more common.
  2. Flexitime models: 82% offer flexible working hours to help their employees achieve a better work-life balance.
  3. Regular appraisals: 81% of leaders also use feedback sessions to identify and adapt to employee needs.
  4. Supporting physical and mental health: In addition to fitness programs (56%), offers such as stress management courses or access to psychological counseling (47%) play a central role. These measures help to promote the long-term well-being of employees.

The 4-day week as a pilot model

It is interesting to note that 12% of companies have already introduced a four-day working week – a model that could increase productivity and employee satisfaction in the long term. This change could also serve as a forerunner for further flexible working time models.

work life balance

Strategic solutions for the challenges of continuing education and adaptability

63% of companies rely on training to prepare employees for future challenges. Larger companies in particular (over 250 employees) focus on team-building measures and employee retention programs (66%).

50% of companies also plan to adapt their strategies to be able to react more flexibly to external influences. In small companies, this figure is as high as 59%, which demonstrates their agility.

Technological innovations

In addition to the introduction of digitization strategies (40%), technical training (55%) and access to modern hardware and software (51%) are essential components of the transformation efforts. Nevertheless, only 30% of the companies surveyed have implemented an AI strategy, which indicates a great need for further development in this area.

Leadership skills 2025: humanity and technology in harmony

The leaders of tomorrow will need a wide range of skills. According to our survey, the most important skills are:

  • Communication skills (62%): Crucial for leading teams and managing crises.
  • Leadership (59%): Essential for providing clear vision and strategy.
  • Problem-solving (48%): Critical for finding innovative solutions to complex problems.
  • Emotional intelligence (43 %): This is essential for fostering empathy and trust within the team.

These skills are crucial for overcoming the challenges of an increasingly complex and dynamic working environment and inspiring employees. Leaders must not only be technically competent, but also able to guide their teams through change and uncertainty.

Conclusion: A new balance between people and technology

The results of the 2024 management survey show that leaders need to prepare for a world in which both technological innovation and employee needs are important.

Successful leadership means remaining flexible, promoting talent, and always putting employees first. Striking the right balance between efficient work processes and a sustainable corporate culture will make all the difference – for your company and for your employees.

MDI Management International

MDI Management International

MDI is a global leader in leadership development with 60 years of experience. With offices worldwide and a network of over 250 international consultants and trainers, MDI offers training and consulting services in various languages. The company designs and implements customized programs for leaders at all levels, high potentials, experts, project managers, and salespeople – locally, internationally, and globally.

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The Right Questions at The Right Time – Thinking From Within!

The Right Questions at The Right Time – Thinking From Within!

by Marcin Swierkocki | Dec 9, 2024 | Leadership Tips, MDI Inside, Training Insights | 0 comments

The Right Questions at The Right Time – Thinking From Within!

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

The Right Questions at the Right Time – Thinking From Within!

It is not easy to find oneself in a world based on chaos, noise, and incoherence of values. Out of the needs flowing in one’s mind, it seems impossible to choose the one the most hidden, most needed, most personal, most genuine, and authentic. For what reason is it so difficult to delve into oneself?

Year-End Reflections: Embracing Change and Uncertainty

The end of the year makes us reflect and think about what we’ve done and achieved. However, it’s also a time for conclusions and a summary of our activities. The current times have made us realize that everything can change in the blink of an eye.

The image of the reality we perceive has been distorted in one way or another – AI applications, globalization, integration, or maybe decentralization. Who knows? And what can you do about that?

Finding Purpose: A Grounded Start to the New Year

Today’s times have catalyzed, often ground-breaking, changes in the way we communicate both internally and with our customers. Therefore, in order not to ‘go crazy,’ it is helpful to have your answer to the question – ‘why’ do I do what I do? For me, it gives me coherence between how I think and what I do, the inner peace and joy that comes from feeling that I can use the potential I have been given for worthy causes.

Hence, let’s not just focus on the what and the how because this allows neither reflection nor having the right perspective. Without this, life just seems to be shallow! And that’s not the right way to start New Year…

Unveiling Purpose: Integrating Models for Lasting Impact

Discovering your “why” can truly transform your life and work. It provides a sense of clarity and purpose that fuels real motivation and helps you stay authentic, even through challenges.

It’s not just a path to personal success; it’s the heart of building something meaningful and lasting – a business or career that feels deeply fulfilling and genuinely worthwhile.

I will take a moment below to zoom in on how the two models I know from the training setup can work together. This is my interpretation, and any comments or feedback will be highly appreciated.

Unveiling Purpose: Integrating Models for Lasting Impact

The Dilts Logical Levels framework and Sinek’s Golden Circle

are both correlated, as they address the layers of meaning/purpose of human actions. Each of these models explores the why, how, and what of human actions, albeit with a slightly different focus.

Here’s how they work together:

1. Why (Sinek) ↔ Identity and Purpose (Dilts)

The Golden Circle – Why, in Sinek’s case, is the purpose and cause that drives individuals and organizations. It is the reason behind our actions, beyond the outcome, and provides us with a sense of what we do!

Logical levels – Identity and Purpose. At Dilts’, the Identity level represents ‘Who’ we are, encompassing our beliefs about ourselves and our deeper purpose. At the top of his pyramid, purpose extends to a relationship with vision and mission (in the organizational context), often linked to our contribution to a larger system.

Both frameworks represent an overarching vision and motivation, guiding everything else.

WHY WHAT HOW

2. How (Sinek) ↔ Beliefs, Skills and Behaviors (Dilts)

The Golden Circle – How, in Sinek’s case, defines the process and methods. It is how we bring purpose to life, often through unique processes, values, or distinctive characteristics.

Logical levels – Beliefs, skills, and behaviors. In Dilts’ model, Beliefs inform what we believe is possible or worth the effort (shaping the How), while skills refer to our capabilities and strategies used to implement actions. Behaviors are the actual actions taken, representing the translation of beliefs and our skills into something tangible!

This Dilts level relates to Sinek’s How as it defines our approach, skillset, and actions that make the goal achievable. Beliefs drive motivation, skills enable action, and behaviors embody these values in practice.

3. What (Sinek) ↔ Environment and Results (Dilts)

Golden Circle – In Sinek’s terms, What is the outcome, the actual product, service, or result achieved? It is what people see and is often the most tangible aspect of the organization or person’s work.

Logical levels – Environment and results. Dilts places the environment as the lowest level where the activities that shape outcomes occur. It is the place where the results are observed, evaluated, and adjusted.

Both models represent concrete, visible output experienced by others. In both frameworks, the What is a visible manifestation of deeper levels shows how purpose and beliefs are ultimately realized.

Conclusions:

Sinek’s Golden Circle

Dilts’ logical levels

Why    

Purpose and Identity

How

Beliefs, Skills, and Behaviors

What

Environment and Results

Aligning these models allows us to understand not only the outcome (What) but also the deeper motivations standing behind our actions (Why) and processes (How) that drive our behavior. This synergy is particularly useful for leaders to properly guide their co-workers and organizational development.

Marcin Swierkocki

Marcin Swierkocki

Trainer, Coach & MDI Partner

Marcin Swierkocki works as an HR business consultant who has specialized in L&D, change- and project management. He brings over 25 years of international experience in change management and operational development with him. His personal motto is influenced by Viktor Frankl: ‘Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth…’. His personal inspiration comes from his optimistic and positive character and by draining the energy that successfully supporting others gives him.

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by Marina Begic | Oct 31, 2024 | Best Practice, Digital Transformation, Leadership and AI | 0 comments

Step by Step to Success with AI-supported Solutions

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

Step by Step to Success with AI-supported Solutions

A successful AI transformation in human resources development does not happen overnight. It is a process that requires a strategic approach and an agile implementation. How do you get employees on board? Combining both poles.

Sound familiar? Employees and colleagues approach you and tell you about the latest AI apps they are trying out. Many of them mention, some do not, that they do not even know whether they are allowed to use AI tools in the company. Your company may be working on a policy right now. There may not yet be a company-wide regulation or it may not yet be known. Don’t worry, you’re not alone in this attitude; 80% of companies are also waiting.

The importance of AI integration for employee motivation and competitive advantage

This could be fatal, on the one hand, because the initial motivation of employees, which is so often desired from the point of view of personnel development and leadership, could be curbed as a result. On the other hand, it could put them at a competitive disadvantage. A possible first-mover advantage shrinks with every day that passes without working on optimization using AI.

In addition to the motivation, some have no interest in the topic of AI and think they can “sit it out” or are unable to exert any influence anyway. So how can we get everyone on board? After all, as we know, we move faster when we’re all rowing in the same direction.

AI Readiness Check: assess the starting position.

Before companies embark on the AI transformation of their HR development, it makes sense to assess their current AI readiness. An AI readiness check helps to evaluate the initial situation and discuss it together. This AI readiness check provides, for example, results in the categories of strategic orientation, know-how, culture, resources, and data after a 10-minute self-assessment.

With a common starting point, it is easier to identify opportunities for integrating AI into the L&D strategy. Such a readiness check can be used in any area of the company.

AI Transformation (1000 x 600 mm)

Agile approach – AI Autonomy Day

Organize an AI Autonomy Day: Provide everyone with a day a year to work on any topic in the field of AI. Provide as little guidance as possible. Also, provide a small budget for any licenses. It is important to note that, by the GDPR, no personal or company data should be transferred to unprotected LLMs.

Trying it out can happen individually, in a team, across departments/hierarchies/teams. Provide a communication platform and make it transparent which topics are being worked on. Set a date for presenting the results. Invite relevant stakeholders and decide together what will be done with the results. Repeat the process every six months or even every quarter.

To take it to a strategic level, we recommend setting up an AI transformation roadmap. This roadmap will track the progress and plans for each area. You can decide whether to share the roadmap with everyone individually or by team/area. The results and the maturity level of the project should be recorded by the company management.

This tool offers you the following advantages:

  • Clear vision and strategic direction
  • Improved communication and alignment with stakeholders
  • Controlled resource and time management
  • Risk reduction and adaptability
  • Focused innovation and development of use cases
  • Structured approach – a clear process gets the ball rolling

To find out what leverage AI can have in your company, you need to have a basic knowledge of AI and the (technical) possibilities of AI (weak AI vs reactive AI vs AI with limited storage capacity) . On the other hand, you need to know your processes very well. Those who already have a detailed process map have a clear advantage here.

As a first step, evaluate the AI potential based on your processes and divide your processes into three process types. Then evaluate the savings potential of the activity to determine your starting point with the greatest potential.



Weak AI vs. Reactive AI vs. AI With Limited Storage Capacity

Weak AI: performs tasks, does not learn new skills (voice assistants, generative AI: image generation, text generation, research & diagnosis)

Reactive AI: does not build up memory, reacts to stimuli (spam filters, recommendation systems based on historical data such as Netflix, Amazon)

AI with limited storage capacity: stores knowledge, learns from it and makes forecasts (weather, finance, self-driving cars, chatbots)

(Source: https://ki-campus.org/videos/ki-in-unserem-alltag?locale=de)

Further training & communication

To use the topic of AI profitably and responsibly for everyone in personal development, in the team, and the company, you cannot avoid acquiring a basic knowledge of AI yourself and motivating others to do the same.

Join communities, exchange ideas with peers, and take small steps. But take them consistently and lead by example. Support your colleagues and managers with training, workshops, exchanges, and networking opportunities. Create personalized wikis and AI assistants (e.g. using GPT Builder) to make knowledge more accessible.

 

Marina Begic

Marina Begic

Head of Business Development – Digital Transformation Driver

Marina has been working on new, effective learning methods and the future of corporate learning for over 15 years. In her current role, she is responsible for Digital Business Development at MDI, where her focus is not driven by the current buzzwords, but primarily on the feasibility of digital transformation for clients such as Erste Group, Lenzing, Semperit, Deutsche Bahn, Andritz AG, Uniqa, Mayr-Melnhof, Frequentis, RHIM. Her greatest strength is bringing loose ends together, which she impressively demonstrates time and time again with her big picture view and multi-dimensional approach. Her greatest passion is to provide learners not only with an experience, but also with real, lasting value for their real challenges.

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