摘要： Harvard Business School professor Marco Iansiti shares five pieces of advice for leaders charged with capitalizing on and managing the risks of artificial intelligence-fueled change. Put these on your radar
Just as the industrial age was heralded by a new type of industrial firm, so too the age of artificial intelligence is defined by the emergence of a new kind of company, says Marco Iansiti, Harvard Business School professor and co-director of the school’s Digital Initiative.
In the recently released book, “Competing in the Age of AI: Strategy and Leadership When Algorithms and Networks Run the World,” he and co-author Karim R. Lakhani paint a picture of the digital firms that dominate this disruptive era, marked by both outsized risks and rewards. AI enables the massive, scale, scope, and learning potential that opens up a wealth of new opportunities for the digital enterprise, Iansiti says, but the possible downsides – from privacy concerns to algorithmic bias to wealth inequality – are equally enormous.
That’s why the age of AI demands a new kind of leadership, Iansiti says. Some time-honored assumptions simply no longer apply.
“Traditionally, leaders have primarily focused on their own organizations and their various stakeholders, from stockholders to employees. Challenges were usually confined to industries and geographical boundaries,” Iansiti explains. “With our incredibly connected digital economy, leaders of digital firms need to understand the impact of their immensely scalable firms and the consequences of their actions for the large communities they are now shaping and influencing.”
For example, a decision that Facebook makes can impact billions of people. That necessitates raising the bar on the knowledge required to make good business decisions. “The breadth of consequences of leaders’ decisions is much greater,” Iansiti says. “Leaders should take note and develop the capabilities and outlook necessary to make wise choices.”
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