If you really want to kill the value of AI in your organization, what do you do first?

Correct answer: B

In summary, what does this report say?

The report positions AI as an amplifier of human impact (and not as a gadget), and forces us to redefine expected leadership when “synthesis” (i.e., the ability to generate a first level of synthesis and analysis) is almost free; concretely, the differentiation of expected leadership shifts: less “I am the person who knows everything and synthesizes best” and more “I am the person who frames the problem, asks the right questions, arbitrates, assumes the risk, gives meaning, and gets things done.”

3 tips for busy leaders:

1. Clearly separate decision-making from judgment.
Use AI to prepare the decision: analyze a case, map the options, build scenarios, and identify risks. But keep human judgment where it is irreplaceable: arbitrating between conflicting priorities, owning the risk, explaining the choice, and accepting its consequences.

2. Create your own “personal AI delegation charter.”
For every important decision, ask yourself three questions: What can I delegate to AI? What should I challenge with AI? What should I never delegate? For example: I delegate the first layer of analysis, I use AI to challenge blind spots, but I do not delegate meaning, responsibility, or the final decision.

3. Set up a “counter-decision” ritual.
Before a major decision, ask AI to produce two opposing recommendations: the most rational option, then the most cautious or the boldest one. You do not choose mechanically between the two: you write down, in a few lines, what you keep, what you discard, the risk you are willing to own, and why this remains consistent with the strategy.