In an age of digital overexposure, LinkedIn has turned into a catwalk of quick-fix solutions.
Every day, new self-proclaimed AI “gurus” emerge, promising instant productivity, miracle tools, and operational hacks that, in theory, could transform any organization.
Yet beneath that spectacle of efficiency lies a question that rarely gets asked:
What are we actually building?
The current discourse on AI is saturated with technical execution and stripped of strategic depth.
We talk about the how—how to automate, how to scale, how to optimize—but we ignore the why.
And when technology moves faster than reflection, the risk isn’t obsolescence.
It’s ethical irrelevance.
What we need are not more prompt engineers.
We need leaders—with judgment, with awareness, with the ability to understand that every technological decision has ripple effects—not only in operations, but in culture, purpose, and human dignity within organizations.
AI is, without question, a powerful tool. It can cut costs, accelerate processes, and unlock efficiencies once thought impossible.
But it can also amplify bias, erode autonomy, and disconnect people from their sense of meaning at work.
And the most critical part?
AI doesn’t decide that. We do.
That’s why the focus shouldn’t be on how sophisticated the tool is, but on how morally grounded its user is.
What real strategic value is there in knowing how to make a character consistent in Midjourney?
What meaningful impact does it have on your company that your entire team knows how to make better videos using the latest AI tool?
Are we paying attention to the form—or to the essence?
Over the past years, I’ve worked with organizations facing this paradox daily:
How do you lead with empathy in the midst of automation?
How do you preserve cultural integrity when algorithms suggest decisions that are efficient but dehumanizing?
The real disruption isn’t in the technology.
It’s in the kind of leadership it demands.
Leadership that looks beyond the fiscal quarter.
Leadership that understands innovation without purpose isn’t progress—it’s noise.
We need leaders capable of drawing boundaries.
Leaders who can say “no” to what’s technically possible when it violates what’s ethically essential.
Leaders who understand that delegating to AI isn’t about surrendering responsibility, but taking even more of it.
Because AI doesn’t think, doesn’t feel, doesn’t assess. It simply executes.
Which is why the quality of its output depends entirely on the quality of the leadership that governs it.
We are not facing a technological revolution.
We are facing a moral test.
The real question is not how much AI can do.
It’s whether those who lead today are ready to guide it with purpose.
History will not remember those who mastered a tool.
It will remember those who dared to elevate the conversation—and who, by asking the right questions, used artificial intelligence to exponentially amplify what truly makes us human.