AI時代的領(lǐng)導(dǎo)力-Leadership in the Age of AI

Leadership

intheAgeofAI

Enzehnder

1

INTRODUCTION

Theageofartificialintelligence(AI)haseruptedintoourworld,markingitspresencewithstrikingadvancements.AImodelsaredemonstratingnewcapabilitiesalmostdaily,tothepointwherethequestionisnolongerwhatAIcandobutratherwhatitcan’t.Unlikethehypearoundthemetaverseorblockchaintechnology,AIisalreadydrivingbottom-lineresultsacrossmultiplesectors.AmultidisciplinaryteamofresearchersatMITSloanhasprovedanunprecedentedboostofupto40%inhighlyskilledworkers’performancethroughtheuseofgenerativeAI*;potentiallyaddingtrillionstotheglobaleconomy.Thismonumentalshiftwillchangethewaypeoplework,learn,andcommunicateandhasthepotentialtoshakeupentireindustries—evensocietyitself.

“AIhasjoinedthelistofrapidchangesandchallengespeoplearefacingtoday.Itisnosurprisethenthatmanyareasking‘HowdoIadapt?”

JudithWiese,Siemens

“Disruptionisinevitableinanysignificant

technologicalchange.It’scrucialforinnovation

andconstantadaptationandprogress.”

PatrickTrippel,InventusPower

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Despite,orperhapsbecauseof,theendlessopportunitiesAIpromises,anxietyandexcite-mentoverthedisruptiveroleitwillplayarerunninghigh.Onethingiscertain:ensuringthatyourorganizationispreparedfortheneweraofAIisnolongeroptional.Thequestionnowis:areleadersreadytorisetothechallengeandprovidethevisionandadaptabilitytoseizetheopportunities?

Toanswerthisquestion,EgonZehnderandKearneypartneredtoengage100executivesinasurveyacrossfourcountriesandsixsectors,gaugingtheirviewsonhowpreparedtheirorganizations,andtheythemselves,areforthecomingAIera.Weconductedovertwodozeninterviewswithleaderstorefineourfindingsfurther.Weheardthatleadersover-whelminglyseeAIasanopportunity,morethanarisk,butthatleadersfeelthepathtosuccessisstillunclear.Harnessedforgood,AIoffersendlesspossiblesolutionstothemanyconvergingcrisesleadersnavigatetoday.

ThisreportprovidesinsightsintohowexecutivesanticipateAIwillimpactorganizations,jobs,andtheirrolesandhowpreparedtheyfeeltoleadthroughthisunprecedenteddis-ruption.Wewillexplorefactorsanddriversofleadershipandorganizationalreadinessthatcouldguideleadersamidsttheinevitabletechchangeahead.

*GenerativeAI(GenAI)referstodeep-learningAImodelsthatcangeneratehigh-qualitytext,

images,andothercontentbasedonthedatatheyweretrainedon.

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2

THEAI

OPPORTUNITY

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INSIGHTAttitudestowardAIarepositive—leadersseeit

asanopportunitymorethanarisk

ExecutivesarekeenlyawareoftheopportunitiesthatAIcouldpresent.Specifi-

cally,theseopportunitiesrelatetoAIapplicationsthatcouldsupportorreplace

officejobs,includingmachinelearning,naturallanguageprocessing,expertsys-

tems,andgenerativeAI.Morethan90%agreethatAIrepresentsanopportunity

forthemintheirrolesratherthanarisk.LeadersarealsoconfidentthatAIis

anopportunityfortheirorganization,with85%seeingAIasanopportunityto

improvetheirorganization’scapabilities(seeFigure1).

“NobodyhasarealclueaboutAI’struemagnitude

andend-state.”

MartinBrudermüller,BASF

“AIisnotaboutdisruption,itisaboutopportunities.”

DavidR.Hardoon,Aboitiz

Ontheonehand,thesignificantopportunityidentifiedbyleaders,bothfortheirroleandfortheirorganizationasawhole,wastheincreasedefficiencythattheeffectiveuseofAIcouldbring;aroundthree-quartersidentifiedthisasanopportunityfortheirroles,withasimilarnumberidentifyingitasanopportunityfortheirorganization.OtherAIopportunitiesthatexecutivesidentifiedincludedmoreeffectivedecision-making,improvedriskmanagement,andthecreationofinnovativeproductsandservices.

Ontheotherhand,respondentswerealerttothepotentialrisksassociatedwithAI.‘Workforcedisplacement’and‘dataprivacy&security’emergedasthetwomainconcernsforleaders—withregardtoboththeirindividualrolesandtheirorganizations(seeFigure2).

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9

Chance

Risk

15

Chance

Formeinmyrole/position,IseeAIprimarilybeinga:

Risk

%ofparticipants

91

8

Figure1

Formyorganization’scapabilities,IseeAIasprimarilybeinga:

%ofparticipants

85

Figure19

ROLE

ORGANIZATION

Chance(%ofparticipants)

Efficiency

Decision-making

Riskmanagement

Innovativeproducts/services

Competitiveadvantage

Consumerexperience

Other

Risk(%ofparticipants)Workforcedisplacement

Dependence&reliability

Bias&fairness

Dataprivacy&security

Transparency&interpretability

Other

Regulatorycompliance

73

57

48

47

44

36

7

78

60

57

54

51

43

5

WorkforcedisplacementDataprivacy&securityDependence&reliability

Bias&fairness

Regulatorycompliance

Transparency&interpretability

Other

5

5

5

5

3

2

1

Chance(%ofparticipants)

Efficiency

Innovativeproducts/services

Competitiveadvantage

Consumerexperience

Decision-making

Riskmanagement

Other

Risk(%ofparticipants)

10

10

8

8

6

6

D2

10

11

Figure2Figure2

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“Thefearof[AI’s]failureisaconcern,butisheavily

outweighedbytheopportunityitpromises.”

MarkRose,AvisonYoung

“AIisgoingtobebigandwillimpacteverything!”

LiorRon,UberFreight

“EveryhumanworkingwithAIhasnotonly

thepowerbutalsotheresponsibilitytoevaluate

contentgeneratedbyAIcritically.”

CarstenKnobel,Henkel

LeadershipintheAgeofAI

“Regulatorsneedtosettherightframe,whichisarisk-freeenvironmenttotestandscaleandthenpair

withappropriateincentivesandregulationatreal-lifeadoption.”

MartinBrudermüller,BASF

“Middlemanagementisunderpressure.Inthepast,youwerepromotedforyourknowledge,butthere’s

anewexpertintown—AI—anditknowswhatyouknowandmore.Connecting,engaging,andcollaborating—people-centricskills—willbecomeevenmorerelevantthanever.”

JudithWiese,Siemens

LeadershipintheAgeofAI

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Withsomanyrisksandconsiderations,whereshouldleadersfocustheirconcerns?Amidstthechallengesofthecurrentpoly-crisis,itcanbedifficulttoidentifyandfocusonthemyriadofrisksassociatedwiththecurrentwaveofAI.Throughourexperiencewithclientsandresearch,wehaveidentifiedfourkeyrisksleadersshouldlookoutfor(seeFigure3).

?Datahallucination.WhilegenerativeAImodelsarehighlyaccurate,theyremain100%confident,evenwhenwrong.Thisprovestheinevitableneedfora“human-in-the-loop”processtoverifymodeloutcomescontinuouslyandisconfirmedbyoursurveyresultsindicatingaconcernaround‘dependenceandreliability.’

?Ballooningcosts.AsthedatavolumesstoredbyAIplatformsrise,sodothecollection,storage,andprocessingcosts.Moreefficientdatamanagementtechniquescanhelpmitigatesomeimpact.Theconcernaroundcostsclearlyemergedfromourconversationswithleaders,eventhoughwedidnotaddressitinthesurvey.

?Risksfromthird-party(3P)services.Relyingon3Pservicesforhandlingsensitivedataandcompliancecanexposebusinessestorisks,particularlyifsecuritymeasuresarelaxorstandardsareinconsistent.Tosafeguardagainstthesevulnerabilities,conductingduediligenceon3Pproviderscarefullyisessential,aswellasenforcingstrongdataprotectionpracticesandcontractsthatclearlydefinerolesandresponsibilities.

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?AI’sbias.ThequalityofanAImodel’soutputisdirectlylinkedtothedatait’strainedon.Ifthetrainingdataisnotabalancedreflectionofthereal-worlddiversityitistryingtorepresent,theAImaygeneratebiasedresults.EnsuringthatAIoperatesfairlyinvolvesselectingtrainingdatasetscomprehensivelyrepresentingthetargetoutcomes,thuspromotingunbiasedandreliableoutputs.

FourCommonRisks

Figure3

Risksfrom3Pservices

Potentialdatabreaches,

varyingcompliance

standards,etc.

Ballooningcosts

Risingcollection,storage,andprocessingcosts

Bias

Inaccuratepredictionresultsduetobaddata

Datahallucination

Misleadingoffabricateddata

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INSIGHTExecutivesbelievethatsignificantchangewithin

theirorganizationsisonthehorizon,butlessfortheirindividualroles

BusinessleadersexpectAItobeamajordisruptiveforceinthenearterm,with70%ofrespondentsagreeingthatAIwilldisrupttheirorganizationwithinthenextfiveyears.How-ever,fewerexecutivesexpectthesamelevelofdisruptionwhenitcomestotheirownroles.LessthanhalfagreethatAIwilldisrupttheirroleinthenextfiveyears,whileathirdexpectnodisruption(seeFigure4).

Moreover,ourconversationswithleadersrevealedanticipationofatransformationalwavewithintheirorganizations,spurredbyAI;leaderspredicteditwouldreshapefuturebusinesslandscapes.DespiterecognizingthedisruptivepotentialofAI,especiallyinstreamliningoperationsandenhancingstrategicdecisions,manydonotforeseetheirindividualrolesundergoingsignificantchange.Thesentimentacrosstheboardsuggestsanawarenessofthenecessitytoadapt,withahintofcautionregardingthefullscopeofAI’simplicationsyettobefullygrasped.ThisreflectsameasuredoptimismaboutAI’sroleindrivingeffi-ciencyandcompetitiveedge,whileleadersalsoacknowledgethegapsintheirownunder-standingofAI’sfutureimpact.

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BusinessleadersexpectAItobemoredisruptivetotheirorganizationthantothemselvesandtheirpositioninthenext5years

70

43

36

21

21

9

Disagree

Agree

NeitherAgree/Disagree

=Role

=Organization

Figure417

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“AIhasahugepotentialtobetrulydisruptive.

ButIdon’tbelieveitwillfundamentallychangetheway

weoperateourbusiness;rather,itwillcreateahuge

value-addandbringammunitionsforefficiency,

fasterdecision-making,andotherbusinessoutcomes.”

RebeccaOldfield,Infineum

“Data-drivenjobprofiles,whichalreadyleverage

insightsbasedonmachine-drivendecisions,

willonlyexperiencelittlechangesfortheirleadership

throughAI.”

RolfSchumann,SchwarzGruppe

LeadershipintheAgeofAI

“InmyroleasCEO,Ineedtobearolemodeland

adriverforchange.Changealwaysstartsatthetop.Thisisacrucialbeliefinourculturaltransformation,

andIthinkyoucantransferthistotheadoptionof

disruptivetechnologiesaswell.Weneedtobereadywhenitcomestoallkindsofdisruptions,especially

whentheyhaveanimpactinthemagnitudeofGenAI.”CarstenKnobel,Henkel

LeadershipintheAgeofAI

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3

HOWPREPARED

ARELEADERS—

ANDTHEIR

ORGANIZATIONS—

FORAI?

INSIGHTLeadersbelievetheirorganizationsareunpreparedfortheshift

So,doexecutivesfeelthattheyandtheirorganizationsarereadytonavigatethedisrup-tionsofAIwhileseizingtheopportunities?Oftheleaderssurveyed,only21%agreeandstronglyagreethattheirorganizationhasthenecessarycapabilitiestodealwiththeexpecteddisruptionofAIinthenextfiveyears(seeFigure5).Ingeneral,executivesseethemselvesasbetterpreparedtodealwiththedisruptionthantheirorganization,butstill,only40%agreeandstronglyagreethattheyhavethenecessarycapabilitiestodoso.Thistiesbacktoourfindingsregardingahigherexpecteddisruption,withtheunderstandingofleadersthatthisdisruptionwouldrequiresignificantresourcestobehandled.Inturn,leadersmayalsofeelbetterinformedthantheirorganizationsofwhat’stocome.

INSIGHTLeaders’understandingofAIiscritical,whilelackofsufficientresourcesisthebiggeststumblingblockforfeelingprepared

ThoseleaderswhobelievetheirorganizationispreparedforAI-relateddisruptionrecog-nizetheimportanceofleadership’sunderstandingofAIindrivingthatreadiness.Nearly90%agreethatleadership’sunderstandingwasacorereasonbehindtheirorganization’sreadiness.Otherfactorsidentifiedascontributingtoreadinessincludedculturalsupportofchange,with74%ofrespondentsagreeing;andtheallocationofsufficientresourcesincludingtime,money,andpeople(70%agreed).

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Ontheotherhand,amongexecutiveswhobelievedthattheirorganizationwasunprepared,three-quartersthoughtthatthelackofreadinessstemmedfromalackoftime,money,andpeoplededicatedtobuildingreadinessforAIdisruption.Leadershipunderstandingalsohasaroletoplay:justoverhalfoftherespondentsagreedthatalackofleadershipunder-standingcontributedtoalackofreadiness(seeFigure6).

ItisworthemphasizingthatthearrivalofAIcomesatatimewhenleadersarealreadystretched,navigatingthemanychallengesthatorganizationsfacetoday.Thispoly-crisisgoesbeyondorganizationalorindustryboundaries—itextendstogeopolitics,polarizeddomesticpoliticsandrisingpopulism,andanexistentialplanetarycrisis.IfleaderscanreturntotheirvaluesinshapingthelandscapeforanAI-readyeconomyandsociety,AIcouldsolvehumanity’smanycrises.Implementedright,AIhasthepotentialtobeademoc-ratizingtool,usedinserviceofhumanity,andnotasaforcethaterodesit.

“OrganizationsandCEOsarenotreadyforAI

asthefull-fledgedimplicationsarenotyetunderstood.”BillAnderson,BayerAG

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“Thereisaphaseofcuriosityatthebeginning

oftechnologicalchange,andalsowhatisbeing

communicatedaroundit,butthenleaders

needtomoveontocreatingavisionaryapproach,

withverytangibleexamples,sothatpeoplecan

starttounderstandthebenefits.”

BéatriceGuillaume-Grabisch,Nestlé

LeadershipintheAgeofAI

“Leadersareparticularlychallengedtodealwiththeperceivedlossofcontrolintheorganization.”MarianneJanik,Microsoft

“LeaderswilluseArtificialIntelligence,laggardsnot.Andofcourse:Youwillalwaysneedsmartpeople!”

BillAnderson,BayerAG

LeadershipintheAgeofAI

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31938319

31717568

64133183

Executiveswhoexpecttheirroletobedisruptedreport

worsepreparationforexpecteddisruption

Ihavethenecessarycapabilitiesinmyrolefortheexpecteddisruption

ofAIinthenext5years

(%ofparticipants)

Disruption

expected

(64respondents)

Disruption

unexpected

(36respondents)

Disagree

Stronglydisagree

Stronglyagree

Agree

Neitheragree

nordisagree

26Percentagesmaynottotal100duetorounding.Figure5

Executiveswhoexpecttheirorganizationtobedisruptedreportworsepreparationforexpecteddisruption

Myorganizationhasnecessarycapabilitiesfortheexpecteddisruption

ofAIinthenext5years

(%ofparticipants)

Disruption

expected

(79respondents)

0

19

29

43

10

Disruption

unexpected

(21respondents)

Disagree

Stronglydisagree

Stronglyagree

Agree

Neitheragree

nordisagree

Percentagesmaynottotal100duetorounding.Figure527

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Higherreadinessisreportedtobedrivenbyleadershipunderstandingwhilelackofpreparednessisreportedasduetoinsufficientresources

ExecutivesareconvincedtheirunderstandingofAIisamajordriverforAIreadiness(%ofparticipants)

Myorganizationisreadyforthedisruption,because:

Leadership

under-

standing

Sufficient

resources

(time,money,people)

Cultural

support

ofchange

4789

42670

7

19

74

Disagree

Agree

Neitheragree

nordisagree

Figure6

Executivesattributethelackofreadinessprimarilytoinsufficientresources(%ofparticipants)

Myorganizationisnotreadyforthedisruption,because:

Leadership

under-

standing

Sufficient

resources

(time,money,people)

Cultural

support

ofchange

173251

171073

59

15

26

Disagree

Agree

Neitheragree

nordisagree

Figure629

4

HOWCAN

ORGANIZATIONS

IMPROVE

AIREADINESS

TOPREPARE

FORTHEFUTURE?

INSIGHTStartingtodevelopastrategyisacrucialstepforincreasingorganizationalreadiness,butitisnotenoughonitsown

GiventheimportanceofleadershipindrivingpreparednessforthechallengesthatAIcouldbring,itisnosurprisethatleadersaretakingactiontoincreasetheirorganizationalread-iness.Toleadtheirorganizationthroughthischange,leadershavesharedpersonallearn-ing,orunderstandingofAI,asaninitialsteptobeabletoundertakeanychangeefforts.Attheforefrontoftheseeffortsisdevelopingastrategy—morethanthree-quartersofrespon-dentsaretakingthisstep,eventhoughthereisnoclearblueprintforleaderstofollow.Whileleadersmayfeelunsureofthenextstepsinthefaceofthetransition,itisclearfromourconversationsthatmakingastartwithadoption,evenamidstuncertainty,isbetterthannotstartingatall.

“Youbetterembraceitasabusinessleaderbecause,ifnot,yourcompetitionandtherestofthemarket

isgoingtoabsorbthenecessarydynamiccapabilitiesinreal-time,andyou’regoingtobelethargicandleftbehind.”

RichardAshworth,Amedysis

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However,thisactionaloneisnotenough—especiallyasstrategydevelopmentisinherentlytrickyagainstanuncertainandconstantlychangingpictureofpossibilitiesandrisks.Only14%ofrespondentsreportedthatstrategydevelopmentwastheirsolefocus,withthemajoritysayingthattheyaretakingadditionalactions,includinginvestingininfrastructure(49%),buildingexternalpartnerships(44%),andrecruitingexperts(39%).

WhileAIisacknowledgedtohavesignificantdisruptivepotential,itsopportunitiesmaystillbegreater.Companiestaketheserisksandopportunitiesseriously,asevidencedbyathirteenfoldincreaseinAI-relatedcorporateinvestmentsinthelastdecade.However,morethanabusiness-as-usualapproachwillberequiredtoensurethatanorganizationwillthriveintheageofAI.Profoundchangeandstrongculturaldevelopmentwillbeneeded,whichwillnothappenifleadershipisn’tattheforefront.Webelievethatthedisruptiondoesnotstartwithstrategyoroperations,butwithleadersthemselves.ThemoretheycanadjusttheirprofessionalidentityastheyembraceAI,thegreaterthetransformationthatwilloccur.

BusinessleaderscanactboldlyandstrategicallytoachieveorganizationalreadinessforAI.Thatwillrequireadeepunderstandingofcurrentmarketcapabilitiesandpossiblegapsincapabilitywithinthemselvesandtheirorganizations.Ourconversationswithleadershighlightedfivekey‘successfactors’—theycanserveascornerstonesforleadersastheydriveAIadoptionstrategies(seeFigure7).

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FiveSuccessFactors

Figure7

Businesscase

development

forassessingvaluecreation

Changemanagement

forsuccessfulGenAIadoption

Dataquality

management

foraccurateoutcomes

Architecturaldesign

forscalability

Securitycontrols

fordataprotection

?Businesscasedevelopment.Evaluatethepotentialforvaluecreationmeticulously.Thisinvolvesacomprehensiveassessmentofbenefits,costs,practicalityofimplemen-tation,andassociatedrisksbeforedeployinggenerativeAIapplications.Byprioritizingvaluecreation,leaderscanensuretheadoptionofeffectiveAIinitiatives.

?Dataqualitymanagement.Prioritizetheintegrityofdata.ItiscrucialtoensurethatthedatafuelinggenerativeAIisaccurate,complete,andfreefrombiasestoyielddepend-ableandvaluableresults.

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?Securitycontrols.Establisharobustdatasecurityframework.Thisshouldincludedefin-inguseraccesslevelsandsecuritymeasuresthatadheretogovernance,compliance,ethicalstandards,andprivacyregulations.

?Architecturaldesign.Craftanarchitecturalframeworkthatisinherentlyscalable.Thisdesignshouldbecapableofevolvingtomeetthedemandsoffutureusecaseswhileremaininginlinewiththeorganization’scoreprinciplesandvalues.

?Changemanagement.Developarobustchangemanagementstrategy.ThisstrategyshouldensureasmoothtransitionandintegrationofgenerativeAIintoexistingwork-flows,fosteringacceptanceandoperationalharmony.Maintainapeople-focusedapproachduringthischange,ensuringthatalltechnologicalchangesservetheindivi-dualstheyaremeanttoenable.

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“AIislikeanewcolleague.Theyneedtobetrained,

youhavetogivethemclearworkassignmentsandtake

yourtimewiththem!”

MarianneJanik,Microsoft

“Toembracethechangewithinabigorganization,

youneedtohaveaclearvision,butyoualsoneedthe

organizationandtheinfrastructuretosupportit.”

BéatriceGuillaume-Grabisch,Nestlé

LeadershipintheAgeofAI

“Leadershipneedstostayclosetotechtrendsthroughpersonalinitiative(donotoutsource!)andcontinuouslyinvestinseveralsmallerprojectstoexplorenewtrends.Theseprojectsshouldbesupported‘bottom-up’to

maketheteamrealizetheseopportunitiesfirsthand.”RonLior,UberFreight

“Youneedtoshowpeopleexamplesofsuccessinordertogetpeopleonboard.”

MarkRose,AvisonYoung

LeadershipintheAgeofAI

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5

CONCLUSION

VeryfewleaderscanclaimtobeexpertsinAIorknowpreciselyhowtotranslateAIoppor-tunitiesintostrategicaction.However,beyondthesolutionsintroducedearlier,ourdiscus-sionswithleadersacrossindustrieshaveidentifiedseveralpracticalstepsthatonecantaketopositionthemselves—andtheirorganizations—forsuccess.

Startsmall,golow,goslow,butgo.WhiletheopportunitythatAIpromisesisclearlyrecognized,capturingtheopportunitywithpracticalnextstepscanbeanoverwhelmingask.Leaderswe’vespokentosuggeststartingsmall.Drivingsmaller,manageableinitia-tiveswithtangibleresultscanbreakdownthedauntinguncertaintythatcomeswiththeshift,educatingandboostingcuriosityalongtheway.Thisisthefoundationforfastandsustainabletransformation.

Createroomfortransparentexploration.Leaderscouldcreateapsychologicallysafespaceforexplorationwithintheirteamsandorganizations.AllowfortheexperimentationwithdifferentformsofAIwithinasecuresandbox—embraceutility-readytoolsandcapabil-itiesatyourfingertips,guidedbyorganizationaloversightandgovernance.Thiswillbringplayfulnesstothetransitionathandandcouldboostoverallengagementandenthusiasm.Allowforconsistentdialogueandorganization-widevisibilityofthesandboxlearningsandoutcomes;itcouldcreateaculturalshiftofopennesstothenewtechnology.Moreover,leadersshouldensurethatallnecessarystakeholdersareincludedinthisprocess.

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“Goslowandpicksomethingthatworks.

Findtechnologicalinterventionsthatarerepeatable,scalable,easytounderstand,andaccurate.”

RichardAshworth,Amedysis

“Iseemyroleasthepersonwhocaneducate,

navigateAIasajourney,startingwithsmallanddigestible‘usecases’tobuildconfidencebeforelookingatthe

moreadvancedAIcapabilitiesavailable.”

CiaraMoore,BankofIreland

“AIdevelopmentsintheorganizationareanevolutionaryratherthanrevolutionaryway.”

RolfHabbenJansen,HapagLloyd

LeadershipintheAgeofAI

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Disruptyourselffirst,orAIwill.Allowyourselfasaleadertoengagewiththisnewtechnologyby,forexample,enrollinginanintroductoryonlinecourse,encouragingyourcolleaguestotakethesameapproach.Someleaderswe’vespokentoemphasizedpersonallearning,orunderstandingofAI,asoneofthemostcrucialcharacteristicsforembarkingonasuccessfultransition.Engagewithexpertsinthefieldandembraceaninternalshiftofcontinuouslearning.

Lastbutnotleast,leadersneedtokeepasharpeyeoninvestmentsinAIandnotlosethe“venturemindset”onthoseinvestments.Thiswouldmeanbeingsharpaboutchoosingthe“rightinvestmentusecases”wherethebusinesscaseisclear,eithertomanageriskortodrivegrowthpotential.Andsecondly,beingruthlessaboutkillingthoseinvestmentswhere“valuecan’treallyberealized”duetosomerealobstacles.Finally,neverlosingsightorfocuson“scaling”value-creatingusecases,asthatiskeytorealizingmoresustainablevalue.

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“Ithinkthebigchallengeisthepeople.AndIdon’t

agreethatit’sthef