AI vs. Humans or AI + Humans: Reflections on HumanX

For an event with “Human” in the name, the forecast for humans was questionable at this week’s inaugural HumanX AI conference in Las Vegas.

Walking onto the exhibit floor on Day 1, you couldn’t help but notice a booth with a huge sign of a young woman that shouted – “Stop Hiring Humans”.

I hustled down to the fourth floor to attend a working session where the two consultants presenting said if you adopted Gen AI and followed their plan, you can begin firing knowledge workers in six months and managers in a year.

Next up on center stage, the speaker opened, “The year 2025 is going to be the explosion of AI agents and agentic AI!”  Who needs humans if you have AI agents, right?

Moving over to the track stage, a panel of two venture capitalists had one saying to the other: “Lawyers, accountants—so many knowledge workers are going to be automated out of a job, and they don’t even see it coming. The history of technological revolutions tells us this will be nasty. People will get angry. And when they do, pitchforks start coming out.”

And the other VC guy jumped in, “Eventually, there won’t be a single task where humans outperform AI or robots. Just let that sink in. We’re heading into a really, really rough patch where things just aren’t going to work out very well for humanity.”

Not a great outlook for humans. “Are humans really going to be expendable?” I wondered.

Next thought: “It’s gotta be 5 o’clock somewhere – happy hour.” But it was only noon — and even in Vegas, that’s a bit early for a cocktail. Though after those cheerful predictions, I was tempted.

Are these stark warnings for real, or are they hype?

I think mostly hype, but there is a seed of truth. Three days of AI immersion in Las Vegas and here are my takeaways:

  1. There is no doubt – the AI revolution is now. Gen AI is for real, it is getting better and advancing rapidly. It’s not going away.
  2. Gen AI is reshaping industries, companies and jobs at an unprecedented pace.
  3. Tech companies are pushing AI agents to drive their revenue and valuations. Each of these companies is hyper focused on winning the AI prize. Doesn’t matter that most brick-and-mortar companies are nowhere close to being ready to adopt their agentic and automation tools. As one tech CEO panelist remarked, “This is an arms race, let’s be honest, and we’re all arms dealers.”
  4. AI anxiety is high at companies among humans. Mostly because leaders haven’t figured out their AI strategy and communicated it. Also, leaders and knowledge workers aren’t receiving the upskilling and training that’s necessary for Gen AI adoption and proficiency. Without training, support and encouragement, your humans will assume the worst.
  5. If you are a CEO and not leading your company to rapidly adopt Gen AI, you are falling dangerously behind. Get yourself and your leadership trained on using Gen AI responsibly and lean into it. As you adopt it and become proficient, you’ll see endless possibilities.
  6. See Gen AI as a catalyst for human potential. An enabler of humans — not a replacement. Encourage your people to become Gen AI power users. Be the role model and become one yourself.
  7. No one said unequivocally (that I heard) AI agents are ready for prime time — yet. You need humans. Their insight, empathy, experience and judgment still surpass AI’s abilities.
  8. Encourage your humans to use Gen AI to solve their biggest problems. To handle the parts of their job they don’t like. And free up more time for work they do like — creativity, connecting, and purposeful work.
  9. Get trained. Use it for 30 minutes a day for 30 days. Shoot for a 20% increase in personal productivity in a month. You’ll develop a valuable new habit and transform the way you work.
  10. A growth mindset is essential. Continuous learning and reinvention is a must. Forever. It’s the requirement to thrive in today and tomorrow’s world.

Reflecting on the week at HumanX, I’m excited about AI, but I’m even more bullish about the opportunities it will bring humans who seize this transformative technology. In this race, the AI + Humans will prevail. That’s a combination to stay relevant and thrive. That’s what I’m betting on!

 

If you’re feeling overwhelmed about where to start on your AI journey or how to develop an effective AI strategy for your company, reach out. You might also find practical guidance in my book, The CEO’s AI Playbook: A Human-First Approach for Leveraging Gen AI to Create Massive Value, where you’ll discover how CEOs learn, apply, deploy, evolve and lead AI. The future belongs to those who embrace this technology, not fear it. Let’s navigate this transformation together.

The CEO’s AI Playbook: A Human-First Approach for Leveraging Gen AI to Create Massive Value

 

Embracing Gen AI: Which Type of CEO Are You?

From Skeptics to Visionaries—Finding Your Path in the Age of AI

As we stand on the edge of a technological revolution, it’s fascinating to witness how different CEOs are responding to the advent of Generative AI (Gen AI). As a horizontal technology that has transformative potential across the entire business, CEOs must seize the opportunity and learn, apply, deploy and lead Gen AI. From the cautious skeptics to the visionary pioneers, five distinct types of CEOs are emerging in this space. Let’s explore these categories, and I invite you to reflect on which one best describes you – or which one you aspire to be.

Exhibit from The CEO’s AI Playbook: A Human-First Approach for Leveraging Gen AI to Create Massive Value

The Denier/Deep Skeptic

The Denier, or Deep Skeptic, is the CEO who dismisses Gen AI as just another passing trend. They may think it’s all hype, see the risks as outweighing the rewards, or simply lack the time and energy to dive deeper into the technology. If this sounds familiar, here’s a challenge for you: head over to a free LLM platform like ChatGPT or Perplexity and type in this prompt:

“Give me the pros and cons of investing time to learn Gen AI. I am a CEO of (company name), operating in (industry), with annual sales of (amount) and (number) employees. I’m skeptical about dedicating time to this technology. Can you provide me with arguments to reconsider?”

Take a moment to reflect on the AI’s response. Still skeptical? Gen AI offers countless opportunities that can’t be ignored – even for the most hesitant CEOs.

The Fence Sitters

Next, we have the Fence Sitters. These are the CEOs who are intrigued by the possibilities of Gen AI but are unsure how to implement it in their companies. They may experiment with Gen AI in their personal workflows but haven’t yet figured out how to scale it for the company. The issue is particularly prevalent in regulated industries like medical technology and financial services, where concerns about risks, privacy, and regulatory compliance keep these CEOs on the sidelines. Rather than take a responsible, pro-active approach to mitigating the risks, they are frozen in a do-nothing mode, lacking the courage and vision to move forward.

While the Fence Sitters hesitate, their competitors are already gaining traction with Gen AI, reaping the rewards of early adoption. It’s time to stop waiting for the technology to “improve” and start taking calculated risks to unlock its potential.

The Dabblers

Then, we have the Dabblers. These CEOs understand the value of Gen AI but only engage with it sporadically. They’ve entered the discovery phase but haven’t moved beyond it. Without clear goals or expectations for use, they allow employees to experiment with their own AI tools, creating a fragmented approach. The problem with this approach is that it’s inconsistent and lacks the focus and intensity needed to capitalize on Gen AI’s full potential.

Dabbling is like bringing a pocketknife to a sword fight. In a game where your competitors are using AI intentionally and strategically, your half-hearted effort won’t be enough to win.

The Cost Cutters

The Cost Cutters are the CEOs who view Gen AI primarily as a tool for reducing expenses. Their focus is on slashing costs, eliminating positions, and cutting headcount. While this may produce short-term financial savings, it will lead to disengagement among employees and a toxic company culture. The real power of Gen AI lies not just in cost reduction but in productivity enhancement, innovation, and employee empowerment. When CEOs prioritize cutting corners, they risk missing the longer-term strategic benefits that AI offers.

Your workforce is your greatest asset. When leveraging Gen AI, focus on enhancing their capabilities, not just trimming their numbers.

The Human-First, AI-Augmented Leaders

Finally, we have the Human-First, AI-Augmented leaders. These CEOs understand that Gen AI is not a replacement for human talent, but an enabler of it. They deploy AI to create value and enhance both employee experiences, customer experiences and business outcomes. These leaders are committed to ongoing learning, both for themselves and their teams. They use Gen AI strategically to empower employees, reduce mundane tasks, and increase productivity, all while fostering a positive work culture.

They understand the opportunity trifecta: better jobs for employees, enhanced customer experiences, and improved business performance. These CEOs don’t just see AI as a tool—they see it as a partner in their mission to create a thriving, innovative company.

Which Type of CEO Are You?

Now, the question is: which type of CEO describes you today? More importantly, which type do you want to be?

The reality is that the age of Gen AI is upon us. CEOs who embrace it and lead their companies with vision will set themselves up for long-term success. Those who hesitate or resist will risk falling behind and potentially worse.

As Marc Benioff, CEO of Salesforce, said: “Every CEO and company knows they need to make major investments in AI right now. This is the single most important moment in the history of the technology industry.” It’s clear: Gen AI isn’t just a trend; it’s a seismic shift in how businesses operate and compete. CEOs who act decisively now will reap the rewards, while those who delay will find themselves struggling to catch up.

The Consequences of Inaction

The cost of inaction is steep. If you don’t embrace Gen AI, and your competitors do, what will than mean for your business? Your top talent may seek opportunities elsewhere, attracted by competitors who are already integrating this technology. Your customers might be drawn to AI-enhanced products, leaving your offerings in the dust. And investors may start questioning your ability to compete in a rapidly changing world. Your #1 job as CEO is to create a more valuable enterprise. If you aren’t leveraging the #1 value creation technology available, you are failing to do your job.

But here’s the good news: you have the power to steer your company into this new era. You can be the visionary who seizes the Gen AI opportunity, leads your company to new heights, and drives value for shareholders, employees, and customers. Do your job. Embrace Gen AI and create massive value.

In just a few years, we will look back and see two types of leaders: those who embraced Gen AI and those who didn’t. Which one will you be?

For More Information:

The CEO’s AI Playbook: A Human-First Approach for Leveraging Gen AI to Create Massive Value