Emerging Technologies

Leading with purpose: Why human-centric strategies are vital in the AI era

A majority of global CEOs see AI, particularly generative AI (GenAI), as a key priority.

A majority of global CEOs see AI, particularly generative AI (GenAI), as a key priority. Image: Getty Images/iStockphoto

Harrison Lung
Group Chief Strategy Officer, e&
This article is part of: World Economic Forum Annual Meeting
  • Leaders must prioritize human well-being and adopt a “double bottom line” approach regarding artificial intelligence (AI) that balances profitability with societal and individual empowerment.
  • AI has the potential to enhance human creativity, emotional intelligence and problem-solving by automating routine tasks.
  • Policymakers, business leaders and educators must work together to address AI-related challenges such as job displacement, algorithmic bias and data privacy.

Every other headline today reminds us that machines are coming or are already among us. Far too frequently, the story paints a clash between us and them.

While technological advances such as artificial intelligence (AI) bring significant change to businesses and workforces, fear of job erosion need not define the relationship between the two.

This is especially true considering that the United Arab Emirates (UAE) Ministry of Investment predicts AI will create 97 million new jobs by 2025, including positions we have never seen before, such as AI trainers and robotics specialists.

The rapid rise of AI technologies has pushed CEOs globally into overdrive, with many investing seriously in developing and embedding them into future growth strategies. While the technology offers immense business and economic potential, an overly narrow focus on profits risks leaving many behind in the transition.

With algorithms taking on an ever-growing role, a crucial question emerges: how do we ensure leaders focus on AI beyond the bottom line to empower humanity?

This is where human-centric leadership takes the wheel. Leaders who will shape our AI future are those with the courage and foresight to place people’s well-being above all else. To guide progress responsibly, their North Star must be anchored in principles of true human-centricity.

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Rethinking leadership models in AI

A majority of global CEOs see AI, particularly generative AI (GenAI), as a key priority. Seventy percent are already making significant investments in it to gain a competitive edge in the future. Among the primary drivers of this surge in interest are increased profitability, efficiency and business performance.

With the rush to embrace AI, leaders may inadvertently prioritize efficiency and modernization over considering its potential long-term impact on people. Without proper support and planning, widespread disruption could devastate entire communities and demographics.

A human-centric approach to leadership is needed to actively manage this transition and ensure its benefits are broadly shared. This means rethinking how work is designed. It means employees being trained and organizations structured and governed to prioritize human well-being over short-term profits.

As AI systems grow in influence, leaders face a moral and strategic business imperative to ensure the responsible deployment of AI. It is crucial to prioritize fairness and mitigate potential harm. However, this extends beyond ethical considerations; it also makes good business sense.

Leaders in private and public sectors must anticipate challenges, engage stakeholders and implement solutions ahead of problems. By focusing on well-being, empowerment and social progress alongside profits and growth, businesses can build even greater long-term success while future-proofing communities for technological change.

This “double bottom line” should be the goal of leaders in any industry undergoing transformation through automation.

So, how can this be translated into action?

As with any powerful technology before it, AI could either uplift humanity to new heights or exacerbate old inequities.

—Harrison Lung, Group Chief Strategy Officer, e&

Harrison Lung, Group Chief Strategy Officer, e&

Creating new opportunities, boosting the human spark

Among the biggest concerns regarding AI is job displacement and the data is sobering: 40% of global jobs are exposed to AI. Human-centric leaders acknowledge this reality while proactively building bridges to the future, instilling confidence and assurance amid fear and uncertainties.

They understand that AI has tremendous potential to augment human capabilities, taking over routine tasks to free up time and resources, all while recognizing the irreplaceable role of uniquely human qualities of authenticity, creativity and emotional intelligence.

As certain manual and administrative tasks are streamlined, roles for people will increasingly focus on applying human judgment, forging connections and bringing fresh perspectives that technology alone cannot match.

The successful integration of this advanced technology requires defining new positions where people and AI empower one another through the collaborative fusion of their complementary strengths.

Rather than seeing change as a threat, organizations must foster a culture of continuous learning. Robust reskilling and retraining programmes can equip individuals with the skills necessary to work alongside AI.

Leaders must invest heavily in making lifelong learning accessible and affordable, facilitating the transition of all talents to integrate AI into their career paths.

Partnerships between the public and private sectors, as well as between educators and workers, can help reskill populations and ease disruption from technological progress. For example, the UAE is proactively fostering AI talent through a partnership with Microsoft, which aims to equip one million people with AI skills by 2031.

With proactive guidance and support, the future of work holds promise for humanity and technology to reach their full potential.

Shaping progress beyond the four walls

As AI changes the viability of certain industries, leaders must look beyond individual jobs to consider the broader economic impact. Regions heavily reliant on sectors disrupted by AI could struggle and when industries decline or disappear, entire communities can be affected.

To build long-term economic health and resilience, leaders must invest in initiatives beyond addressing immediate needs to empower communities for the future. Equipping individuals with skills essential for the AI era cultivates an adaptable workforce that embraces an entrepreneurial mindset.

This, in turn, fuels economic expansion through the emergence of new businesses and opportunities.

Policymakers, too, have a responsibility. Together with business leaders, they have a shared duty to ensure AI development and deployment adhere to ethical principles. Regulations should address issues such as bias in algorithms, data privacy and transparency in AI decision-making.

This fosters public trust and ensures AI serves humanity, not the other way around.

The UAE has taken a progressive stance on AI, focusing on responsible development and widespread adoption. The country has introduced an international AI policy emphasizing principles such as ethics and security.

Its Regulations Lab provides a safe space for testing AI innovations and the Falcon Foundation promotes open-source practices in developing large language models.

By taking a holistic view of economic and social impacts, leaders and policymakers can help communities cope with changes and thrive in an era of rapid technological advancement. With open collaboration and a human-centric vision, AI offers much potential to benefit individuals and society at large.

As with any powerful technology before it, AI could either uplift humanity to new heights or exacerbate old inequities – the path forward is for all leaders to lead responsibly and ensure the benefits of AI are shared by all.

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World Economic Forum articles may be republished in accordance with the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International Public License, and in accordance with our Terms of Use.

The views expressed in this article are those of the author alone and not the World Economic Forum.

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