This chief AI officer says the job is more of a temporary gig

No amount of AI will automate away corporate dysfunction.

A former McKinsey employee has described the company as “capital’s willing executioners”: if you want something done but don’t want to get your hands dirty, McKinsey will do it for you. That escape from accountability is one of the most valuable services that management consultancies provide. Bosses have certain goals, but don’t want to be blamed f

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In addition to a chief executive officer (CEO), for example, what if corporations appointed a chief ethics officer and a chief empathy officer, who can act as thoughtful, conscious brakes, so that the leadership has the time to consider the impact of developing technologies and their effects on diverse populations, one, five, ten years out. What go

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Of course, there are major ethical issues to work out—leaps forward in technology often walk a fine line between deeply-impactful and dystopian. Among the questions we need to figure out:

• Who is responsible for AI’s mistakes?


• Who is the creator of an AI work? Is it the AI? The developers? The person who wrote the prompt? The people whose work was use

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Thinking of AI as talent rather than tech opens up an expansive yet familiar vocabulary for introducing this game-changing new teammate into our workplaces.

Some of the ways that AI is more HR than IT…

• AI is a long-term investment, requiring development and training in order to adapt, improve, and create new value over time.

• AI can be a dynamic, i

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The impact of AI is misunderstood — AI will primarily automate tasks, not eliminate entire jobs