Nathaniel Whittemore

There is going to be so much in this category where we simply do not know how AI is going to impact it.

And having the humility to understand that some stuff that we're going to teach could be irrelevant, but we just don't know and we have to hedge a little bit is, I think, a reasonable way to proceed.

Then, of course, there is a fourth bucket, new things that have become relevant.

Some of that's just AI-specific skills, but a lot of that's going to be in and around management and organization and basically the things that help people take advantage of the fact that each of them will in the future have access to talent that every corporation in the world would kill for today.

And then from there, we redesign the curriculum around a balance of these things.

We run big experiments.

We get okay with failure.

This area of disruption and change is going to be some of the easiest to talk about and the hardest to actually do in practice.

And the best way I think we can support is to create space for real change, not incrementalism, but true actual disruption.

The second to last category we'll talk about today is the capabilities overhang for businesses.

And once again, just as the individuals are incredibly diverse, so too is the capability overhang for companies.

As we saw with our AI ROI survey, there is a spectrum of capabilities overhang for companies at every different level.

And while it may be the case that certain sizes of companies have different types of advantages over one another, I don't believe that en masse there is one category or type or size of business that is experiencing dramatically less overhang than some other.

Companies are pretty much all dealing with going from no AI to figuring out how to use AI for efficiency.

Or they are dealing with the challenge of moving from efficiency to actually leveraging AI for new opportunity.

In years of doing this and seeing thousands and thousands of executive interviews, I will say confidently that I have never seen a single company of any size, including my own startup, and incentivized enough to get this right that doesn't experience the AI capabilities overhang in some way.

We just had a SuperIntelligent offsite where all of us sat down and basically tried to tear through everything we do and ask how we could AI-ify it even more.

And the amount that we are not doing is immense.

The big problems of the capabilities overhang with businesses involve really common patterns.

The thing we hear about most at SuperIntelligent is creating time to redesign.