I have written a lot about AI. Now I also want to write more about management, strategy and transformation

Recently, I have written mostly about AI, future technology management and how new tools will affect working life. I will continue with that.

But I have also felt the need to lift up a larger part of my own core. Because I am primarily a commercial manager who has worked with sales, marketing, personnel management, strategy, change and responsibility for results in knowledge-intensive industries.

I like to work strategically, but also operationally and closely. Close to people, customers, operations and what actually happens when plans are to be translated into action. It is often where leadership is really tested.

Therefore, in the future I will build more clearly in two parallel tracks:
• AI, technology and future working life
• Management, strategic management, commercial management and transformation in practice

Through two master's degrees, including an Executive Master of Management from BI, I have delved into several topics that I believe are at least as relevant today:
• What actually creates motivation?
• Why do good intentions so often remain just that?
• How do leaders get people to move, not just nod?
• What builds trust, ownership and psychological security?
• How do culture, autonomy and recognition affect actual performance?
• Why do some transformations look right on paper, but become demanding in reality?

And here is the link to today's picture. 💡

The cartoon struck me because it shows a classic mistake in many businesses: We adopt new technology, but let old habits, control needs and symbolic actions control how it is used. The result is that we do not digitize the work. We just digitize the friction!

We talk a lot about "human in the loop" in AI. I believe it is equally relevant in management.

Many people think that resistance to change is primarily about attitude. Often it is just as much about obscurity. People rarely move because they have heard the message once. They move when they understand what is actually expected of them differently in practice.

Too many organizations do not lack strategy, plans or ambitions. They lack the ability to translate intention into actual behaviour, ownership and implementation.

Therefore, the next post will be based on one of the titles from my BI work:
👉 “The road to hell is paved with good intentions.”