What type of leadership is required for a future with AI, and how do we run organizations?

1. Organizations in a Future with Generative AI

2. “A future with AI requires constant change.
And constant change requires AI.”

3. A future with AI... Where do we begin?

7. How do we really feel, deep inside,
about a future with AI?

8. How many have a
clear idea of how you
will do your jobs
fi
ve
years from now?

9. How many feel a little
lost, worried,
confused, unsure
about what the future
holds?

11. What is AI?
Two possible AI
futures.
Why is AI so
challenging?
“Do as I say don’t
do as I do…”
What we need to
end up in the
right future.
What is
Generative AI?
What do YOU
need?

12. What is AI?

13. “Technical systems that keep on improving”
- Eric Schmidt

14. Arti
fi
cial Neural Networks
Can
fi
nd patterns in more data, better and faster, than humans can.

15. Electricity Internet
Steam & Oil
Decreased costs for
Transport
Decreased costs for
Distribution of information
AI
Decreased costs for
Processing information
Investments in railroads and roads Investments in power plants and grids Investments in broadband and education Data usability & AI capability

16. “Processing information”?
Children growing up
Illness symptoms
New customers
Request for proposals
New products
Customer need
Market changes
Need for more staff
Lack of needs & expertise
Etc
Problem Solution
Design a lecture
A diagnosis by a physician
Act different
Quotes & proposal
New messaging
New products
New services
Finding the right candidate
Teaching & ups killing
Almost all economic value the last 50 years come from cognitive work

18. Bernard J Tyson / Kaiser Permanente
“No doctor should be practicing
without assistance from artificial
intelligence.
It’s impossible (without AI) to pick up
on patterns, analyze all information
that has impact on health.”

19. “No doctor should be practicing
without assistance from artificial
intelligence.
It’s impossible (without AI) to pick up
on patterns, analyze all information
that has impact on health.”

20. “No lawyer should be practicing
without assistance from artificial
intelligence.
It’s impossible (without AI) to pick up
on patterns, analyze all information
that has impact on justice.”

21. “No teacher should be practicing
without assistance from artificial
intelligence.
It’s impossible (without AI) to pick up
on patterns, analyze all information
that has impact on learning.”

22. “No farmer should be practicing
without assistance from artificial
intelligence.
It’s impossible (without AI) to pick up
on patterns, analyze all information
that has impact on yields.”

23. “No journalist should be practicing
without assistance from artificial
intelligence.
It’s impossible (without AI) to pick up
on patterns, analyze all information
that has impact on the truth.”

24. “No politician should be practicing
without assistance from artificial
intelligence.
It’s impossible (without AI) to pick up
on patterns, analyze all information
that has impact on democracy.”

25. “No CEO should be practicing
without assistance from artificial
intelligence.
It’s impossible (without AI) to pick up
on patterns, analyze all information
that has impact on organizations.”

26. What is generative AI?

27. “Processing information”?
Children growing up
Illness symptoms
New customers
Request for proposals
New products
Customer need
Market changes
Need for more staff
Lack of needs & expertise
Etc
Problem Solution
Design a lecture
A diagnosis by a physician
Act different
Quotes & proposal
New messaging
New products
New services
Finding the right candidate
Teaching & ups killing
Almost all economic value the last 50 years come from cognitive work

28. Generative AI
Can
fi
nd patterns… and produce solutions … better and/or faster…

34. Project Planning
The team discussed the project plan and the roles of each member. Johan and Kye have been working
on the introduction, while Mattias and Johan have been discussing the framing. A meeting was held
with Malin in the morning, and Kye and Magdalena have been working on group discussion questions.
The team agreed on the flow of the project and the responsibilities of each member.
Introduction and Framing
The introduction will be handled by Malin, who will briefly explain why the project is being undertaken
and its connection to the strategy. Mattias and Johan will then engage in a dialogue about reflections
on the project area, risks, and opportunities. The team agreed on the importance of sparking thoughts
and discussions among the participants.
Insights Block
Kye and Magdalena will handle the insights block, which will be based on their analysis. The team
agreed on the importance of making the insights relevant to the participants and sparking further
discussions. The team also discussed the possibility of having a vote in the insights block or addressing
it later.
Group Discussions
Peter and Malin will introduce the group discussions. The team agreed on three main questions for the
group discussions, focusing on potential obstacles, short-term changes, and ways to involve various
stakeholders. The team also discussed the possibility of using a voting system to prioritize topics for
discussion.
Follow-up and Next Steps
The team discussed the need for follow-up discussions and the next steps. They agreed on the
importance of capturing insights from the group discussions and using them to guide future actions.
The team also discussed the possibility of using a follow-up question in the triads to extend the
dialogue.
Action Items:
• Johan and Kye: Continue working on the introduction
• Mattias and Johan: Continue discussing the framing
• Malin: Handle the brief explanation during the introduction
• Kye and Magdalena: Handle the insights block and provide analysis
• Peter and Malin: Introduce the group discussions and facilitate them

35. A MAN bus rear axal concept design
generated by Elise software is 36%
lighter than the current design
Generative
industrial
design
IMAGE THAT SUPPORTS THE HEADLINE GOES HERE

36. Analyze RFPs, matcha against
historical quotes and product
documentation (100’000s of
documents).
IMAGE THAT SUPPORTS THE HEADLINE GOES HERE
Automated
RFP handling
and quote
generation

38. SORA

41. A few words about RAG
Protecting IP & creating relevant output

43. ‣ Improve customer support — RAG can be used to build advanced chatbots or virtual assistants that deliver more
personalized and accurate responses to customer queries. This can lead to faster responses, increased operational
ef
fi
ciencies, and eventually, greater customer satisfaction with support experiences.
‣ Generate content — RAG can help businesses produce blog posts, articles, product catalogs, or other content by
combining its generative capabilities with retrieving information from reliable sources, both external and internal.
‣ Perform market research — By gathering insights from the vast volumes of data available on the internet—such as
breaking news, industry research reports, even social media posts—RAG can keep businesses updated on market
trends and even analyze competitors’ activities, helping businesses make better decisions.
‣ Support sales — RAG can serve as a virtual sales assistant, answering customers’ questions about items in inventory,
retrieving product speci
fi
cations, explaining operating instructions, and in general, assisting in the purchasing lifecycle.
By marrying its generative abilities with product catalogs, pricing information, and other data—even customer reviews on
social media—RAG can offer personalized recommendations, address customers’ concerns, and improve shopping
experiences.
‣ Improve employee experience — RAG can help employees create and share a centralized repository of expert
knowledge. By integrating with internal databases and documents, RAG can give employees accurate answers to
questions about company operations, bene
fi
ts, processes, culture, organizational structure, and more.

44. Why is AI so challenging?

45. Change will never be this slow again

46. Steam power
150 years

47. Electricity
100 years

48. Digitization
40 years

49. We have shaped how we operate based
on one accepted reality.
Change does not happen faster than we can
adapt to it, and
fi
nd common ground.

50. Robert Kegan / Professor in Adult Learning and Professional
Development at Harvard Graduate School of Education
“for the largest part of the 20th century,
the scientific consensus of how human
development looks like looked like this”

51. Our way of operating has served us well.

52. “Everyone has a plan
until they get punched
in the mouth!”
- Mike Tyson

55. Change does not happen faster than we
can adapt, and
fi
nd common ground.
Change now happens faster than we can keep up with it, adapt to it, or
fi
nd common ground.

56. Harder to take decisions & act. More “politics”.
Safeguarding. Protecting your own behind.
When do we “invest”? Now? Or now?

57. Increase autonomy and adaptability
…requires
supercharged
individuals
A fast-moving
increasingly
complex world…
Leaders with all the answers become bottlenecks

58. Two possible AI futures;
One of them is certain.

59. Supercharging human ways.
Automate. Ef
fi
ciency.
01. This will happen

60. Help more people
Free up resources Create value

61. Cement power
structures
Strengthen norms
& structures
Innovation
plateau

62. Find new solutions beyond
human limitations and
“one-size-
fi
ts-all".
02. This could happen

63. More perspectives
through data
Allow for more
diversity
Maximising our
individual potential

64. A future where we
may not be the only
sentient beings
A future where there
are different views on
“the right way”

65. Supercharging
human ways.
Automate.
Efficiency.
Find new solutions
beyond human
limitations and “one-
size-fits-all”

66. “A future with AI requires constant change.
And constant change requires AI.”

67. Increase autonomy and adaptability
AI can help us
supercharge
organizations
What’s required to get there?

68. Ownership, understanding &
behaviour shift at the very top
1
People do as you do, not
what you say.
Use the technology. Lead
by example.

69. Ownership, understanding &
behaviour shift at the very top
1
Culture, leadership, goals,
autonomy, psychological safety
2
Change goals and trust more important
than processes and politics
Ensure modern leadership, clear
goals and high degree of
psychological safety
People do as you do, not
what you say.
Use the technology. Lead
by example.

70. Ownership, understanding &
behaviour shift at the very top
1
Goals, marching orders,
mandates, investments
3
Culture, leadership, goals,
autonomy, psychological safety
2
Boards & CEOs must give mandate to their
presidents to create change for the future.
To create the infrastructure for change.
Change goals and trust more important
than processes and politics
Ensure modern leadership, clear
goals and high degree of
psychological safety
People do as you do, not
what you say.
Use the technology. Lead
by example.

71. Final words
One request
& Discussion

72. Without the power of AI we will be stuck in a reality
with reduced unique individual human potential.
We will not be able to change at the pace we need.
But we can reach beyond our human limitations.
If we dare to harness the power of AI
And if we dare to change ourselves.
These two go hand in hand.

73. “WhatisneededforTech
companiesinSwedento
succeedinthefuture?”
The Association of Swedish
Engineering Industries
4 400 member companies
400k / 1M+ employees

74. To create a supercharged
organization, where individuals
use AI in their daily work to solve
problems and deliver value?
What do you need from your CEO?