Hoda Tahun

It's all in how you use it to innovate and create new products and ways of working to really unleash the potential, which reminds me of another guest we had the chance to talk to this year who knows a thing or two about innovation, Volvo president and CEO Jim Rowan, who's the former CEO at Dyson and former chief operating officer at BlackBerry.

So he's learned firsthand how close collaboration between engineering and design are how great products are born. He also knows that innovation isn't always a very seamless process.

So he's learned firsthand how close collaboration between engineering and design are how great products are born. He also knows that innovation isn't always a very seamless process.

So he's learned firsthand how close collaboration between engineering and design are how great products are born. He also knows that innovation isn't always a very seamless process.

That was a fantastic conversation with Jim. And regardless of how you view AI, it's clear that it's going to have an enormous impact on all businesses. And it is the next big technology transformation opportunity. While it may be challenging for companies to integrate AI into their current operations, leaders can lean on some of the hard-earned lessons of the last decade in digital transformation.

That was a fantastic conversation with Jim. And regardless of how you view AI, it's clear that it's going to have an enormous impact on all businesses. And it is the next big technology transformation opportunity. While it may be challenging for companies to integrate AI into their current operations, leaders can lean on some of the hard-earned lessons of the last decade in digital transformation.

That was a fantastic conversation with Jim. And regardless of how you view AI, it's clear that it's going to have an enormous impact on all businesses. And it is the next big technology transformation opportunity. While it may be challenging for companies to integrate AI into their current operations, leaders can lean on some of the hard-earned lessons of the last decade in digital transformation.

And we've, of course, had the privilege of listening to some of those.

And we've, of course, had the privilege of listening to some of those.

And we've, of course, had the privilege of listening to some of those.

Yes. And one of those key lessons, I think, is that often the technology is not the hardest part to figure out. The bigger challenge where leadership becomes critical is the people part of the equation.

Yes. And one of those key lessons, I think, is that often the technology is not the hardest part to figure out. The bigger challenge where leadership becomes critical is the people part of the equation.

Yes. And one of those key lessons, I think, is that often the technology is not the hardest part to figure out. The bigger challenge where leadership becomes critical is the people part of the equation.

Leaders often need to change longstanding behaviors and processes to get people to use and partner with AI so that the organization can really realize the benefit and unlock that value creation of the technology investment.

Leaders often need to change longstanding behaviors and processes to get people to use and partner with AI so that the organization can really realize the benefit and unlock that value creation of the technology investment.

Leaders often need to change longstanding behaviors and processes to get people to use and partner with AI so that the organization can really realize the benefit and unlock that value creation of the technology investment.

And we talked about how leaders need to keep in mind the people aspects of AI in the Leadership Lounge this season with Dana Landis, a leadership advisor in our San Francisco office.

And we talked about how leaders need to keep in mind the people aspects of AI in the Leadership Lounge this season with Dana Landis, a leadership advisor in our San Francisco office.

And we talked about how leaders need to keep in mind the people aspects of AI in the Leadership Lounge this season with Dana Landis, a leadership advisor in our San Francisco office.

I really liked Dana's term, change fatigue. It's a good reminder of the vast amount of change and disruption that both leaders and the teams they lead have had to deal with over this year. And in a world where clearly that uncertainty and continuous change are going to remain the norm, it's vital for leaders to provide clear guidance and to model consistency in their behavior with their teams.