Artificial intelligence is everywhere. It helps us find our way, recommends movies and music, and is now entering our companies with the promise of making us more productive and efficient. But like any powerful tool, it must be used mindfully. If we rely on it passively, we risk accumulating what is known as "cognitive debt": a gradual weakening of our ability to think critically and creatively.

The Risk of Homogenized Creativity

Imagine if every artist used the exact same set of AI-suggested colors and brushes to paint a picture. At first, the results would be extraordinary, but soon the paintings would all start to look alike. This is the risk we run with creativity. If we all rely on the same AI assistants for our marketing campaigns or to devise a new product, we will all end up with the same ideas. Creativity, which thrives on diversity and lateral thinking, would diminish, and with it, the competitive advantage that makes a company unique.

The Hidden Treasure AI Can't See

Every company holds a treasure trove of unwritten knowledge. It's the "know-how" of an expert artisan, the intuition of a salesperson, the improvised solutions that teams find every day to solve problems. This is "tacit knowledge," the true engine of real-world efficiency, which is often not found in any manual. An artificial intelligence, no matter how advanced, can only learn from the data we give it—that is, from official procedures. By ignoring tacit knowledge, we risk automating a process "as it should be" and not "as it actually works," creating inefficiencies and losing an irreplaceable wealth of experience.

Who Should Lead? A Question of Vision

Faced with such a profound transformation, a natural question arises: who should lead it? Is it a task for the tech department, which knows the tools, or for the person who leads the entire company, who knows its soul and objectives? AI adoption isn't just a technological upgrade; it's a strategic decision about how the company will work, create value, and distinguish itself in the market. It requires a big-picture view that combines knowledge of the technology with a deep understanding of the business, its people, and its culture.

The Solution: From a Substitute to an Ally for Thought

How, then, can we use AI without weakening our abilities? The answer is to stop seeing it as a shortcut to avoid thinking and start using it as a tool to think better. This is called "cognitive augmentation." It means using AI as a tireless research assistant to gather data, as a brainstorming partner for ideas that we then critically evaluate, or as a simulator to test our strategies. Humans remain at the center, with their judgment, ethics, and vision.

As an imaginary ancestor of mine, an old sea captain, would have warned me: "Remember, lad. The map is not the sea. And the finest compass is useless if you don’t know where you want to go—and more importantly, if you can’t read the currents beneath the surface."

True automation isn't about delegating thought, but liberating the time to think.