Are You a Leader Looking to Get More Done in Less Time? AI Is the Answer |
Are You a Leader Looking to Get More Done in Less Time? AI Is the Answer
The leaders who thrive will be the ones who use AI — early, imperfectly, and often enough to get good.
EXPERT OPINION BY PETER ECONOMY, THE LEADERSHIP GUY @BIZZWRITER
Illustration: Getty Images
Walk into any leadership offsite right now, and you’ll hear the same conversation. You want to use AI. You see the potential. Chances are, you’re not actually doing it well yet. That gap — between knowing and leading — is where you’re probably stuck.
It’s not a technology problem but an information-flow problem. You surface an insight in one meeting, and it’s gone by the next. Context bleeds between your conversations. Decisions that should take hours get reconstructed from your memory and delayed for days.
You’re drowning — not from a shortage of intelligence, but from a system that was never designed to protect it. Here’s what gets lost in the hype: AI doesn’t improve your judgment by replacing it. It improves your judgment by giving it room to breathe.
The power of AI to improve efficiency
A colleague of mine, Barry O’Reilly, has a new book called Artificial Organizations. It’s all about how leaders can use AI to get more done in less time. Barry definitely knows his stuff. In addition to being co-founder and chief innovation officer at Nobody Studios, which set the audacious goal of launching 100 AI companies over the next five years, Barry has a deep well of experience in enterprise transformation and venture-scale execution.
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Artificial Organizations lays out exactly how you can use AI to your benefit as a leader, providing an easy-to-apply framework that you can put into action immediately. No need to become an AI expert or have your IT department AI guru lead you through it. In this book, O’Reilly, leads you through the process step by step, thinking big but starting small.
Machines versus your judgment
Think about what machines actually do well. Machines capture what happened, and they synthesize across weeks or months of information. They compress what used to be a two-week analysis cycle into an afternoon. That’s genuinely valuable, but only if you stay in the loop doing the things machines can’t: weighing trade-offs, applying real context, and ultimately owning the call.
That boundary matters more than you probably realize. Automation isn’t your competitive edge. Your judgment under pressure is.