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"Few books so artfully blend the optimism of Kurzweil with the caution of Bostrom with the pragmatism of Mollick." (Linus Caldwell, Alphaverse Capital)
"While AI technologies have transformative potential, their value is realized only when they are widely adopted and integrated" is the sort of trivial insight often presented as a profundity by management gurus. Few thinkers address the deeper question: What makes AI adoption different from prior technologies like cloud or CRM platforms? And given humanity's centuries of experience with technological change, beginning with the Industrial Revolution, and decades of experience with IT adoption, will traditional change management approaches deliver AI's transformative potential?
2025 is a pivotal year for AI. In the words of CIO magazine, "...playtime is over." Businesses are moving beyond experimentation and PoC to deployment - with tangible returns expected. Adopting AI focuses on the "how."
In a book written for executives, technology leaders, project managers, and consultants on the frontlines of AI deployment, authors Healy and Gibbons propose a three-fold answer: Workforce, Culture, and Ethics & Governance.
The authors, both techno-optimists and business ethicists, begin with a fulsome account of why claims like Google's Sundar Pichai's assertion that AI is "more profound than fire and electricity" are not hyperbole but might even understate AI's potential. They provide an up-to-the-minute overview of the latest AI applications as of mid-2025, including an in-depth exploration of AI agents and their implications for businesses, arguing that AI agents are capable of autonomously managing workflows, analyzing data, and making decisions, and thus could redefine the boundaries of what organizations and individuals achieve.
Turning to Workforce and Culture, Healy and Gibbons outline why a People First strategy is essential for successful AI adoption and what leaders must do differently to make this approach work. Unlike prior waves of technology, AI demands not just adoption but rethinking organizational DNA, in other words, systemic change that requires leaders to balance organizational restructuring, process redesign, workforce adaptation, culture change, and unprecedented ethical challenges. Drawing on their experience at firms like Deloitte, Morgan Stanley, IBM, and PwC, they offer practical insights for navigating these complex challenges.
In the final section, the authors take a cautionary tone. Unlike prior technologies such as the internet or cloud computing, AI places immense ethical strains on leadership. From existential risks to day-to-day challenges like bias, transparency, privacy, and accountability, AI presents ethical dilemmas more profound than any prior human innovation. Healy and Gibbons conclude with concrete guidance for navigating AI legislation, managing risks, and adopting governance strategies that align with this unparalleled technological revolution.
Adopting AI studiously avoids reprising anything previously written on AI - inviting those at the coalface of adoption to consider ideas not found in other books that have, as the authors put it, "done a search and replace" on what has been written about previous transformational technologies.
"While AI technologies have transformative potential, their value is realized only when they are widely adopted and integrated" is the sort of trivial insight often presented as a profundity by management gurus. Few thinkers address the deeper question: What makes AI adoption different from prior technologies like cloud or CRM platforms? And given humanity's centuries of experience with technological change, beginning with the Industrial Revolution, and decades of experience with IT adoption, will traditional change management approaches deliver AI's transformative potential?
2025 is a pivotal year for AI. In the words of CIO magazine, "...playtime is over." Businesses are moving beyond experimentation and PoC to deployment - with tangible returns expected. Adopting AI focuses on the "how."
In a book written for executives, technology leaders, project managers, and consultants on the frontlines of AI deployment, authors Healy and Gibbons propose a three-fold answer: Workforce, Culture, and Ethics & Governance.
The authors, both techno-optimists and business ethicists, begin with a fulsome account of why claims like Google's Sundar Pichai's assertion that AI is "more profound than fire and electricity" are not hyperbole but might even understate AI's potential. They provide an up-to-the-minute overview of the latest AI applications as of mid-2025, including an in-depth exploration of AI agents and their implications for businesses, arguing that AI agents are capable of autonomously managing workflows, analyzing data, and making decisions, and thus could redefine the boundaries of what organizations and individuals achieve.
Turning to Workforce and Culture, Healy and Gibbons outline why a People First strategy is essential for successful AI adoption and what leaders must do differently to make this approach work. Unlike prior waves of technology, AI demands not just adoption but rethinking organizational DNA, in other words, systemic change that requires leaders to balance organizational restructuring, process redesign, workforce adaptation, culture change, and unprecedented ethical challenges. Drawing on their experience at firms like Deloitte, Morgan Stanley, IBM, and PwC, they offer practical insights for navigating these complex challenges.
In the final section, the authors take a cautionary tone. Unlike prior technologies such as the internet or cloud computing, AI places immense ethical strains on leadership. From existential risks to day-to-day challenges like bias, transparency, privacy, and accountability, AI presents ethical dilemmas more profound than any prior human innovation. Healy and Gibbons conclude with concrete guidance for navigating AI legislation, managing risks, and adopting governance strategies that align with this unparalleled technological revolution.
Adopting AI studiously avoids reprising anything previously written on AI - inviting those at the coalface of adoption to consider ideas not found in other books that have, as the authors put it, "done a search and replace" on what has been written about previous transformational technologies.
"Few books so artfully blend the optimism of Kurzweil with the caution of Bostrom with the pragmatism of Mollick." (Linus Caldwell, Alphaverse Capital)
"While AI technologies have transformative potential, their value is realized only when they are widely adopted and integrated" is the sort of trivial insight often presented as a profundity by management gurus. Few thinkers address the deeper question: What makes AI adoption different from prior technologies like cloud or CRM platforms? And given humanity's centuries of experience with technological change, beginning with the Industrial Revolution, and decades of experience with IT adoption, will traditional change management approaches deliver AI's transformative potential?
2025 is a pivotal year for AI. In the words of CIO magazine, "...playtime is over." Businesses are moving beyond experimentation and PoC to deployment - with tangible returns expected. Adopting AI focuses on the "how."
In a book written for executives, technology leaders, project managers, and consultants on the frontlines of AI deployment, authors Healy and Gibbons propose a three-fold answer: Workforce, Culture, and Ethics & Governance.
The authors, both techno-optimists and business ethicists, begin with a fulsome account of why claims like Google's Sundar Pichai's assertion that AI is "more profound than fire and electricity" are not hyperbole but might even understate AI's potential. They provide an up-to-the-minute overview of the latest AI applications as of mid-2025, including an in-depth exploration of AI agents and their implications for businesses, arguing that AI agents are capable of autonomously managing workflows, analyzing data, and making decisions, and thus could redefine the boundaries of what organizations and individuals achieve.
Turning to Workforce and Culture, Healy and Gibbons outline why a People First strategy is essential for successful AI adoption and what leaders must do differently to make this approach work. Unlike prior waves of technology, AI demands not just adoption but rethinking organizational DNA, in other words, systemic change that requires leaders to balance organizational restructuring, process redesign, workforce adaptation, culture change, and unprecedented ethical challenges. Drawing on their experience at firms like Deloitte, Morgan Stanley, IBM, and PwC, they offer practical insights for navigating these complex challenges.
In the final section, the authors take a cautionary tone. Unlike prior technologies such as the internet or cloud computing, AI places immense ethical strains on leadership. From existential risks to day-to-day challenges like bias, transparency, privacy, and accountability, AI presents ethical dilemmas more profound than any prior human innovation. Healy and Gibbons conclude with concrete guidance for navigating AI legislation, managing risks, and adopting governance strategies that align with this unparalleled technological revolution.
Adopting AI studiously avoids reprising anything previously written on AI - inviting those at the coalface of adoption to consider ideas not found in other books that have, as the authors put it, "done a search and replace" on what has been written about previous transformational technologies.
"While AI technologies have transformative potential, their value is realized only when they are widely adopted and integrated" is the sort of trivial insight often presented as a profundity by management gurus. Few thinkers address the deeper question: What makes AI adoption different from prior technologies like cloud or CRM platforms? And given humanity's centuries of experience with technological change, beginning with the Industrial Revolution, and decades of experience with IT adoption, will traditional change management approaches deliver AI's transformative potential?
2025 is a pivotal year for AI. In the words of CIO magazine, "...playtime is over." Businesses are moving beyond experimentation and PoC to deployment - with tangible returns expected. Adopting AI focuses on the "how."
In a book written for executives, technology leaders, project managers, and consultants on the frontlines of AI deployment, authors Healy and Gibbons propose a three-fold answer: Workforce, Culture, and Ethics & Governance.
The authors, both techno-optimists and business ethicists, begin with a fulsome account of why claims like Google's Sundar Pichai's assertion that AI is "more profound than fire and electricity" are not hyperbole but might even understate AI's potential. They provide an up-to-the-minute overview of the latest AI applications as of mid-2025, including an in-depth exploration of AI agents and their implications for businesses, arguing that AI agents are capable of autonomously managing workflows, analyzing data, and making decisions, and thus could redefine the boundaries of what organizations and individuals achieve.
Turning to Workforce and Culture, Healy and Gibbons outline why a People First strategy is essential for successful AI adoption and what leaders must do differently to make this approach work. Unlike prior waves of technology, AI demands not just adoption but rethinking organizational DNA, in other words, systemic change that requires leaders to balance organizational restructuring, process redesign, workforce adaptation, culture change, and unprecedented ethical challenges. Drawing on their experience at firms like Deloitte, Morgan Stanley, IBM, and PwC, they offer practical insights for navigating these complex challenges.
In the final section, the authors take a cautionary tone. Unlike prior technologies such as the internet or cloud computing, AI places immense ethical strains on leadership. From existential risks to day-to-day challenges like bias, transparency, privacy, and accountability, AI presents ethical dilemmas more profound than any prior human innovation. Healy and Gibbons conclude with concrete guidance for navigating AI legislation, managing risks, and adopting governance strategies that align with this unparalleled technological revolution.
Adopting AI studiously avoids reprising anything previously written on AI - inviting those at the coalface of adoption to consider ideas not found in other books that have, as the authors put it, "done a search and replace" on what has been written about previous transformational technologies.
Über den Autor
Paul Gibbons is a former investment banker, consultant, professor, and CEO (yes, he is that old.) Today, his writing, speaking, and scholarship focuses on how science and philosophy can provide practical solutions to the problems we face in the 21st century.
Paul's most recent book Impact gives leaders 21st-century change tools and models that are based on up-to-the-minute research in behavioral sciences, complexity theory, agile methods, information science, and more. Astute leaders know that upskilling, culture change, and mindset are critical ingredients for successful digital change - but do not know how to change those quickly enough to keep up with pace of technological change. Impact is about those "upgrades" to the human side of organizations, leading, learning, communicating, changing, collaborating, deciding, and engaging.
His first book, The Science of Organizational Change, is listed as one of the top-ten organizational change books of all time. The book debunked management double-speak with 21st-century research from the human sciences: philosophy, economics, political science, public health, psychology, neuroscience, sociology, and history.
Paul's bigger project could be called "humanizing business and change." The most urgent questions for this century, suggests Paul, are two-fold. First, how can we balance the good business does, lifting billions from poverty, allowing collaboration and innovation on a global scale, and commercializing science for the common good, with its potential for great harm consumer fraud, financial bubbles, environmental damage, shattered communities, and corruption of our democracy? Second, how can we use science and reason, and not pseudoscience, myths, gurus, quacks, and dogma, to make better decisions in our lives and for our society?
Paul "bumper stickers?" (1) "Change is inevitable, whether it represents progress is up to us."
(2) "As computers do more of our thinking for us, taking over many of our cognitive tasks, our "competitive advantage" is in the social domain." (3) "In a world where advancing human capability is critical, leaders need to lead learning."
His popular practical philosophy podcast, Think Bigger, Think Better can be found on Itunes and Stitcher.
In 2017, Paul became a Fellow of the Royal Society of Arts. In 2016, he was named a "Top-30 global guru" in organizational culture, and in 2008, CEO Magazine called Paul one of two "CEO Super Coaches". He has appeared in the Wall Street Journal, Financial Times, Guardian, and Independent newspapers. Paul has degrees in biochemistry, philosophy, and psychology, and has taught business ethics and business leadership at some of the world's top business schools. He lives in Colorado with two young sons, serves on the board of Denver's Institute for Enterprise Ethics, and competes in "mindsports", chess, bridge, MOBA, and poker.
Paul's most recent book Impact gives leaders 21st-century change tools and models that are based on up-to-the-minute research in behavioral sciences, complexity theory, agile methods, information science, and more. Astute leaders know that upskilling, culture change, and mindset are critical ingredients for successful digital change - but do not know how to change those quickly enough to keep up with pace of technological change. Impact is about those "upgrades" to the human side of organizations, leading, learning, communicating, changing, collaborating, deciding, and engaging.
His first book, The Science of Organizational Change, is listed as one of the top-ten organizational change books of all time. The book debunked management double-speak with 21st-century research from the human sciences: philosophy, economics, political science, public health, psychology, neuroscience, sociology, and history.
Paul's bigger project could be called "humanizing business and change." The most urgent questions for this century, suggests Paul, are two-fold. First, how can we balance the good business does, lifting billions from poverty, allowing collaboration and innovation on a global scale, and commercializing science for the common good, with its potential for great harm consumer fraud, financial bubbles, environmental damage, shattered communities, and corruption of our democracy? Second, how can we use science and reason, and not pseudoscience, myths, gurus, quacks, and dogma, to make better decisions in our lives and for our society?
Paul "bumper stickers?" (1) "Change is inevitable, whether it represents progress is up to us."
(2) "As computers do more of our thinking for us, taking over many of our cognitive tasks, our "competitive advantage" is in the social domain." (3) "In a world where advancing human capability is critical, leaders need to lead learning."
His popular practical philosophy podcast, Think Bigger, Think Better can be found on Itunes and Stitcher.
In 2017, Paul became a Fellow of the Royal Society of Arts. In 2016, he was named a "Top-30 global guru" in organizational culture, and in 2008, CEO Magazine called Paul one of two "CEO Super Coaches". He has appeared in the Wall Street Journal, Financial Times, Guardian, and Independent newspapers. Paul has degrees in biochemistry, philosophy, and psychology, and has taught business ethics and business leadership at some of the world's top business schools. He lives in Colorado with two young sons, serves on the board of Denver's Institute for Enterprise Ethics, and competes in "mindsports", chess, bridge, MOBA, and poker.
Details
| Erscheinungsjahr: | 2025 |
|---|---|
| Fachbereich: | Allgemeines |
| Genre: | Importe, Wirtschaft |
| Rubrik: | Recht & Wirtschaft |
| Medium: | Taschenbuch |
| ISBN-13: | 9798990085534 |
| Sprache: | Englisch |
| Einband: | Kartoniert / Broschiert |
| Autor: |
Gibbons, Paul
Healy, James |
| Hersteller: | Phronesis Media |
| Verantwortliche Person für die EU: | Libri GmbH, Europaallee 1, D-36244 Bad Hersfeld, gpsr@libri.de |
| Maße: | 229 x 152 x 16 mm |
| Von/Mit: | Paul Gibbons (u. a.) |
| Erscheinungsdatum: | 11.03.2025 |
| Gewicht: | 0,416 kg |
Über den Autor
Paul Gibbons is a former investment banker, consultant, professor, and CEO (yes, he is that old.) Today, his writing, speaking, and scholarship focuses on how science and philosophy can provide practical solutions to the problems we face in the 21st century.
Paul's most recent book Impact gives leaders 21st-century change tools and models that are based on up-to-the-minute research in behavioral sciences, complexity theory, agile methods, information science, and more. Astute leaders know that upskilling, culture change, and mindset are critical ingredients for successful digital change - but do not know how to change those quickly enough to keep up with pace of technological change. Impact is about those "upgrades" to the human side of organizations, leading, learning, communicating, changing, collaborating, deciding, and engaging.
His first book, The Science of Organizational Change, is listed as one of the top-ten organizational change books of all time. The book debunked management double-speak with 21st-century research from the human sciences: philosophy, economics, political science, public health, psychology, neuroscience, sociology, and history.
Paul's bigger project could be called "humanizing business and change." The most urgent questions for this century, suggests Paul, are two-fold. First, how can we balance the good business does, lifting billions from poverty, allowing collaboration and innovation on a global scale, and commercializing science for the common good, with its potential for great harm consumer fraud, financial bubbles, environmental damage, shattered communities, and corruption of our democracy? Second, how can we use science and reason, and not pseudoscience, myths, gurus, quacks, and dogma, to make better decisions in our lives and for our society?
Paul "bumper stickers?" (1) "Change is inevitable, whether it represents progress is up to us."
(2) "As computers do more of our thinking for us, taking over many of our cognitive tasks, our "competitive advantage" is in the social domain." (3) "In a world where advancing human capability is critical, leaders need to lead learning."
His popular practical philosophy podcast, Think Bigger, Think Better can be found on Itunes and Stitcher.
In 2017, Paul became a Fellow of the Royal Society of Arts. In 2016, he was named a "Top-30 global guru" in organizational culture, and in 2008, CEO Magazine called Paul one of two "CEO Super Coaches". He has appeared in the Wall Street Journal, Financial Times, Guardian, and Independent newspapers. Paul has degrees in biochemistry, philosophy, and psychology, and has taught business ethics and business leadership at some of the world's top business schools. He lives in Colorado with two young sons, serves on the board of Denver's Institute for Enterprise Ethics, and competes in "mindsports", chess, bridge, MOBA, and poker.
Paul's most recent book Impact gives leaders 21st-century change tools and models that are based on up-to-the-minute research in behavioral sciences, complexity theory, agile methods, information science, and more. Astute leaders know that upskilling, culture change, and mindset are critical ingredients for successful digital change - but do not know how to change those quickly enough to keep up with pace of technological change. Impact is about those "upgrades" to the human side of organizations, leading, learning, communicating, changing, collaborating, deciding, and engaging.
His first book, The Science of Organizational Change, is listed as one of the top-ten organizational change books of all time. The book debunked management double-speak with 21st-century research from the human sciences: philosophy, economics, political science, public health, psychology, neuroscience, sociology, and history.
Paul's bigger project could be called "humanizing business and change." The most urgent questions for this century, suggests Paul, are two-fold. First, how can we balance the good business does, lifting billions from poverty, allowing collaboration and innovation on a global scale, and commercializing science for the common good, with its potential for great harm consumer fraud, financial bubbles, environmental damage, shattered communities, and corruption of our democracy? Second, how can we use science and reason, and not pseudoscience, myths, gurus, quacks, and dogma, to make better decisions in our lives and for our society?
Paul "bumper stickers?" (1) "Change is inevitable, whether it represents progress is up to us."
(2) "As computers do more of our thinking for us, taking over many of our cognitive tasks, our "competitive advantage" is in the social domain." (3) "In a world where advancing human capability is critical, leaders need to lead learning."
His popular practical philosophy podcast, Think Bigger, Think Better can be found on Itunes and Stitcher.
In 2017, Paul became a Fellow of the Royal Society of Arts. In 2016, he was named a "Top-30 global guru" in organizational culture, and in 2008, CEO Magazine called Paul one of two "CEO Super Coaches". He has appeared in the Wall Street Journal, Financial Times, Guardian, and Independent newspapers. Paul has degrees in biochemistry, philosophy, and psychology, and has taught business ethics and business leadership at some of the world's top business schools. He lives in Colorado with two young sons, serves on the board of Denver's Institute for Enterprise Ethics, and competes in "mindsports", chess, bridge, MOBA, and poker.
Details
| Erscheinungsjahr: | 2025 |
|---|---|
| Fachbereich: | Allgemeines |
| Genre: | Importe, Wirtschaft |
| Rubrik: | Recht & Wirtschaft |
| Medium: | Taschenbuch |
| ISBN-13: | 9798990085534 |
| Sprache: | Englisch |
| Einband: | Kartoniert / Broschiert |
| Autor: |
Gibbons, Paul
Healy, James |
| Hersteller: | Phronesis Media |
| Verantwortliche Person für die EU: | Libri GmbH, Europaallee 1, D-36244 Bad Hersfeld, gpsr@libri.de |
| Maße: | 229 x 152 x 16 mm |
| Von/Mit: | Paul Gibbons (u. a.) |
| Erscheinungsdatum: | 11.03.2025 |
| Gewicht: | 0,416 kg |
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