The art of emotion in the age of AI
Let me start by clarifying that this blog post isn’t here to sound alarms about AI’s dangers or discuss regulations, job loss, or the tech’s environmental footprint. It won’t downplay AI’s importance for businesses, either. After all, the World Economic Forum dubbed AI the fourth industrial revolution, following the steam engine, electricity, and digital tech.
No doubt, it’s another revolution, and every business is in for a shake-up. And 2024 is the year when it goes into full swing. The future is going to roll in sooner than we imagine.
Over two-thirds of CEOs in India and globally consider Generative AI as a top investment opportunity. And money has been pouring in, especially over the last year. Surveys suggest that they could more than double their spending on AI over the next two years. The growth is expected to be exponential.
An artificial mind can identify patterns, assess risk, and be more accurate than the human mind. It can also make the use of resources more efficient, personalise customer experience, and automate data-based decision-making. As a visionary leader, you are likely plotting transformative journeys—taking a new look at old problems, finding new opportunities, and driving innovation.
Yet, the reality is that not all businesses are riding the wave of change with equal success. While some are reaching new heights, others are merely coasting along. It’s not just about the might of AI; it’s about how powerful human creativity is in employing it.
Open hearts, open minds: the leaders of tomorrow
Global management consulting firm Boston Consulting Group (BCG) has concluded that a select group of companies have cracked the code. Their performance has turned dramatically superior to that of other companies.
Even though, they argued, 60% of companies worldwide are planning to increase their digital investments this year, many CEOs are frustrated by “poor business cases, increasing demands for significant capital expenditures, and unclear realised value for the business”. They are struggling to justify investments in AI and realise that they lack the capabilities—the talent and processes—that are required to gain an advantage with AI.
Meanwhile, a small number of companies have built winning capabilities and have broken away from the pack. They have found a way to invest not only in smart technology but also in their people, processes, and culture to realise value from their investments. For example, when investing in AI, these companies have adhered to the 10–20–70 rule: 10% of the effort lies in building an adequate AI model; 20% involves making high-quality data available; and 70% focuses on people, developing new business processes, and transforming the way business functions operate.
Winners are better at aligning different teams, communicating their purpose, and earning trust. In contrast, stagnant companies grappling with indecision risk fading into obscurity. They are still deciding how to move forward because they have not cultivated trust and aligned teams around a common purpose. In the best-case scenario, they are likely to reap incremental outcomes and lose their competitive edge as they face internal resistance.
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The magic in listening, cultivating trust, and showing emotion
Business leaders are looking for such people, but they are hard to find. The Financial Times recently reported that managers are having a harder time finding talent despite layoffs. More and more studies are showing that automation would eliminate repetitive tasks and create a need for distinctly human skills like communication and creativity.
The more we design AI to do the work where it excels, the less humans will have to behave like machines…In an era of AI-first business transformation, in addition to automation and elimination, AI becomes a force multiplier for growth. The more successful companies will augment and empower employees and reimagine roles with AI to outperform everyone else.
Soon, those who can learn to use AI creatively and showcase their humanity will lead the pack. In the past 10 years, organisations have become digital-first; over this decade, they will marry AI with creativity. AI will be the benchmark. But the ability to influence C-Suite perspectives, speak both technical and business language and align the use of technology with business goals will distinguish winning companies from the rest. AI will follow, not lead.
As AI integrates into the workforce, the consensus is that not all human jobs will vanish. Rather, a prevailing belief among experts is that the workforce will evolve towards increased specialisation. These roles will require a higher level of attributes that automation cannot deliver (yet)—creativity, problem-solving, and qualitative skills.
The real question would be how the talent reviews, interprets, and applies GenAI outputs, for instance.
Andrew McKechnie, chief brand and creative officer of leading tech brands like Apple, believes “AI’s ability to drive creative innovation will depend on a brand’s capacity to curate authentic experiences throughout the creative process. He stated that authenticity in applying GenAI outputs will be key, similar to how curators of culture are often purveyors of new ideas or movements in fashion, music, and design. Those who can apply high-fidelity concepts that leverage knowledge across mediums and cultural insights will be more successful in creating authentic, original GenAI”.
In this new world, customers are harder to please. They value authenticity, vulnerability, and the ability to earn their trust. According to McKinsey, the competitive edge would come from quickly learning across all levels of the organisation.
Since AI can’t fathom the nuances of sharing stories with a close friend or feeling the depth of heartbreak, professionals must step into customers’ shoes and tell tales with heart.
At The Ken, we have been perfecting a curriculum on Emotion-driven Narrative Thinking for corporate teams for two years now. It is a bespoke programme designed for teams in ambitious organisations. The ones who plan to be the leaders of tomorrow.
The programme has, time and again, successfully proven its prowess in empowering teams with mental models, concepts, and frameworks that have the power to set new benchmarks, win hearts, and change minds.
We have limited spots available, so enrol now.
(Disclaimer: The Ken’s Learning team is not involved in editorial decisions and operates independently of its Editorial team.)
