In Jerry Maguire’s memorable words, leadership is demanding that generative AI show them “the money.” According to PwC’s 2026 Global CEO Survey of more than 4,400 CEOs, 56% report seeing no significant financial benefit from AI to date. The mandate is clear: prove the return, and prove it quickly.
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First, a moment of silence for those who have fallen. Then, before the debate could begin, the air raid siren protocol: instructions for what to do when Russian missiles or drones approach.
That was a first. My family had sensibly vetoed my attending in person, so I was there on large screens, at a safe distance, when I served as Intellectual Provocateur at a public event hosted by the Graduate Business School of Kyiv School of Economics.
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Interview was conducted by Michaela Ernst / sheconomy.
1) Many leaders treat demographics as background data rather than a strategic force. What does it mean for a company to become truly demographically intelligent?
Avivah Wittenberg-Cox: I call this becoming “longevity literate.” Companies need to become “longevity ready.” Above all, this means putting the topic on leadership agendas, because in many organizations it still is not. […]
Interview was conducted by Michaela Ernst / Der Standard.
Katy George: From the outset teams should define which tasks must remain human – especially in decision-making – and how AI should be responsibly used. On top of that, companies need to invest heavily in empowering their employees with AI skills. The better they can utilize AI, the more it will complement rather than replace human labor. […]
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The scorching sun radiated onto the shoulders sculpted by years of repetition, decades of the same motion, the same net, and the same lake, etched as taut lines of muscle. Beads of sweat glistened on their bodies as they pulled in unhurried but precise unison, like a well-oiled machine, while I, gushing with sweat, ground like a rusted gear that struggled to catch.[…]
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It’s early maybe seven, give or take — and the sal trees are still holding the night’s damp when I reach the community hall in Tamba Panchayat, Khunti district, Jharkhand. Twelve women are already seated in a circle on the earthen courtyard. No chairs. No table.[…]
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If leaders use AI only to optimise performance, they risk building highly intelligent organisations that have forgotten how to rethink. Real innovation requires single-, double-, and triple-loop learning.[…]
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The second part of the world view and the capacity beneath the strategy.
Part One named the diagnosis. The worldview problem. The limit of tools. The ground that integration requires but cannot build for itself. Part Two is about what builds it.[…]
Facing their deepest challenges, organisations seek to pull themselves up from the vortex of disruption. The idea is seductive. It echoes the feat of Baron Münchhausen who, stuck in a swamp, pulled himself (and his horse) up by his hair. If only we can pull harder—revisit strategy, strengthen governance, elaborate plans, double effort. One can hear Archimedes laughing: he understood a long time ago that leverage needs to come from the outside.[…]
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This year’s Peter Drucker Forum poses a defining question: “Next Gen Innovation – When Everything Depends on Ingenuity.” I want to put an uncomfortable thesis on the table: the greatest barrier to innovation in most organizations is not a lack of technology. It is a lack of leadership.[…]
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