AI is changing work faster than people can change how they work

This requires a new approach to human adaptation, not just technology deployment.

A rich discussion with Nikki about how to move past chaotic AI adoption to focused, fast-paced organizational learning cycles, understanding at the same time that AI speed is unprecedented. We explore how leaders can transform, innovate, and amplify their impact in the AI age.

Many organizations are grappling with the “Shiny Object Syndrome” in AI adoption. It is vital to keep business fundamentals in sight given that AI is ‘just’ a tech to help meet business objectives, yet shiny object syndrome prevails in many companies - strategic business clarity does not come from AI.

Now is an opportunity for every business, also to stay competitive – the fundamental operating cycles are getting faster, and models are changing (from pyramid to molecular).

We discuss how to ensure sustainable transformation, through continuous iteration in rapid 90-day cycles. This sprint-based approach allows for quick wins, builds internal capability, and maintains relevance in a fast-changing AI landscape.

The result is Agentic-Human Reinvention; where humans and AI amplify each other, where output becomes exponential without more hours. Where people become People Squared.

Nikki shares insights from her 25-year career helping top brands reinvent their culture and capabilities.

What specific business objective could AI help your organization achieve in the next 90 days?

The main insights you'll get from this episode are :

1. Organisational learning cycles help leaders trying to navigate the rapid changes AI is wreaking on work – it is the greatest disruption in modern human history, and most leaders are ill equipped to deal with it.
2. It is not just a matter of AI adoption, but how to help humans adapt and relinquish evolutionary design to co-evolve with AI for a new reality that reshapes roles and value creation models.
3. It is vital to keep business fundamentals in sight given that AI is ‘just’ a tech to help meet business objectives, yet shiny object syndrome prevails in many companies - strategic business clarity does not come from AI.
4. Clearly defined AI projects create sustainable change, which requires continuous and rapid iteration – in cycles – for specific use cases to create the highest ROI and demonstrate the value of AI.
5. The superficial application of AI erodes trust and wastes resources; this new tech must be taught rather than learnt, which makes it more valuable yet also more difficult to create a culture of trust in it.
6. Deploying AI must begin with the people, not the project - AI is forcing a deep change in human beings who feel threatened evolutionarily by a lack of safety, certainty and comfort.
7. Embracing risk and navigating uncertainty is an identity/mindset shift and the starting point to determine which zone of genius remains and what must go; AI as a co-worker follows the reinvention of the people, the process and the tools.
8. Personal transformation is the first step towards reshaping the philosophy of leadership guided by core values; continuous learning is now the ultimate superpower to turn knowledge into wisdom.
9. Clarity, courage, and conviction could be joined by a fourth ‘c’, curiosity - we all have access to infinite intelligence, but it is our own inherent curiosity that will distinguish us from others – innately human skills make us valuable in an AI age.
10. Flipwork is a response to the scale and speed of change and how to approach transformation in order to make it a reinvention engine; people2 is about collaboration between humans and AI.
11. The aim is to amplify not replace the human by building a world to bring out the best of humans - agentic human reinvention beings with a personal case study that is then developed for deployment in organisations.
12. The adoption of AI (at scale) as a team member is challenging at both individual and organisational levels as it requires reimagining the business as opposed to simply implementing tech.
13. At individual level, the challenge is about trust – job security, data privacy, rogue use of tech, AI slop, fake content – as not trusting the effects of AI will prevent its adoption; AI upskilling helps people think differently about it to adapt skill sets.
14. The unit of value is decreasing in organisations, affecting community - hybrid must contextualise humans and machines and embody teams of specialists operating with speed, precision and ability to adapt to any given environment.
15. Redefining hybrid also changes cultural codes and organisational design; redesigns the role of HR; reimagines planning cycles; and must keep employees engaged rather than transactional.
16. The power of leadership necessitates leaders to recognise their important new role in the new reality and understanding what makes people (feel) uniquely valuable rather than focusing on (machine) productivity.
17. Expectation management, accountability, etc. still matter and leaders must be willing to shed the playbook for previous success and reinvent themselves, bringing people with them by being explorers, not experts.
18. Constant learning is about moving from a level-1 toolset to an improved toolset to overcome obstacles and move up to level 2, etc. - there are infinite levels, but progress is limited by the time available and attachment to identity/skills.
19. A sense of self that does not come from success is threatening, therefore embrace this change as the best adventure of your life – have fun, build skills, drive change, and trust yourself.

Find out more about Nikki and her work here :

https://www.linkedin.com/in/nikkibarua/

https://www.nikkibarua.com/

https://www.nikkibarua.com/newsletters/reinvention-roadmap/

https://www.flipwork.ai/