Artificial intelligence has entered the workplace in a predictable way: leaders see opportunity; teams feel uncertainty.
On the surface, the conversation is about tools, productivity, and competitive advantage. Underneath, it is about role, value, and relevance. The technical questions are usually manageable. The human questions take more care. […]
On February 3rd, in the historical district of Diriyah, we opened the first Drucker Salon ever held in Saudi Arabia with a question Peter Drucker posed six decades ago: What is the manager’s job? The question has survived because it refuses easy resolution. What I did not anticipate was how sharply it would cut on this particular evening, in this particular city, with these particular leaders.[…]
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Leadership in practice is often reduced to a set of operational habits – communicating with and motivating teams, refining processes, and raising efficiency.
Many organisations stop there. They focus on growth, cost control, or market share and assume that these ambitions provide a sufficient sense of direction. But ambition is not orientation. It creates momentum, not clarity. Even a perfectly run organisation can drift if nobody dares to define, and defend, the direction of travel.[…]
