FORUM .

As all companies around the world rush to catch up with the right use cases that will propel them to a new era of productivity or differentiation in deploying AI (or GenAI), one thing remains a provocative reality: AI has become a new norm, a standard, a mainstream. You will find yourself being original, not to say alone, if you're claiming that you're not particularly planning to deploy any AI, and your voice will not cut through the noise if you say you are. So here's the point: following trends and embracing the norm has never led any business to create a sustainable competitive advantage. By essence, a competitive advantage is second to none. It is something that delivers a value that is so hard to copy. As AI become the new norm, it will never be enough to simply adopt it and expect that being standard will generate that extra level of productivity or unique value that will set a given business apart from the pack. To achieve that, businesses need to add something else to the mix. Something that, when combined with AI will create a competitive advantage. Leaders need not just seek use cases in a vacuum or get fixated on trying to figure out how to do what they do, with AI. They need to consider where AI could improve their customer journey map and their employee journey map. This requires revisiting many unsaid assumptions about how the customer journey and the employee journey have dramatically changed over the past five years, in a post-COVID, post-ChatGPT 3 world, to truly stand out. https://www.hamiltonmannconversation.com/raghuiyengar  

The importance of identity as a human right cannot be underestimated, especially when considering the broader implications for economic empowerment and social stability. In countries where a robust identity system is not in place, people often possess potential assets but lack the formal recognition needed to leverage them effectively. These resources are held in defective forms, rendering them almost useless for creating capital. In these parts of the world, many lack an official address. They may have houses, but without titles, they cannot use these assets to obtain loans, secure insurance, or invest in their futures. Without clear property rights, neither capital nor credit will venture into these regions, perpetuating a cycle of poverty and instability. The absence of clear title and the right to transfer property discourages investment and prevents the use of land as collateral, leading to what de Soto describes as "citadels of dead capital," where value remains inaccessible. Without identity documents, people are invisible in the market; their property, businesses, and transactions remain unrecognized, hindering societal progress. A trusted digital identity fosters investment, clear property records guarantee credit, and proper documentation allows for identification and aid. Company statutes can pool resources for recovery, mortgages can raise funds, and contracts can solidify commitments. Tragically, approximately one billion people around the world lack a legal identity, meaning they do not have official documents such as birth certificates, passports, or national IDs that are crucial for accessing essential services and participating fully in society. This issue is particularly prevalent in low-income countries, where the majority of those without legal identities reside​, living without the benefit of the rule of law. Identity empowerment is the key to unlocking the potential for economic development. This is where responsible biometric and AI solutions can help address the crucial stakes of the ID "Identity Divide," change the course of so many lives, and make a dent in society for the greater good. Only by empowering identity can we pave the way for sustainable development and peace.  https://www.hamiltonmannconversation.com/sebastiengueremy

When we think about the notion of responsible AI, we think about the AI model, we think about regulation, and yet at the forefront of what constitutes responsible AI is responsibility, and more explicitly, leadership. Responsible AI could be understood as Lead AI. L: Leadership Leaders should cultivate a deep understanding of AI capabilities and limitations, enabling them to guide their organizations with a blend of human intuition and machine precision as they navigate the complexities of Human and AI co-intelligence. This brings one particular question to the forefront of the discussion: What leadership skills should leaders consider unlearning or relearning to be ready to lead in an AI world? E: Ethics Leaders should spearhead conversations on the ethical use of AI, ensuring that technological advancements not undermine but uphold human values. Society is already, and will increasingly be, challenged by new ethical issues. Among the profound AI ethical challenges we face is the phenomenon of people seeking to materialize the 'illusion of presence' of those who have passed away, through AI. How do we balance the comfort provided by these digital recreations with the potential ethical and psychological impacts? A: Accountability As organic and inorganic intelligence coexist and cooperate, it becomes crucial to elevate certain rights to the level of universal standards. Among others, these should include the right to AI transparency, where individuals understand how AI systems make decisions that affect their lives, and algorithmic accountability, ensuring AI actions are aligned with societal values. Leaders should advocate for the elevation of these new rights to status of new norms, fostering a culture of trust and responsibility in AI development and deployment. D: Design The pervasive use of AI systems, particularly GenAI, leads to the creation of filter bubbles and echo chambers, limiting exposure to diverse perspectives. To mitigate these effects, leaders should promote the design of AI systems that prioritize everyone, ensuring that those systems help create bridges instead of exacerbating divides. This involves developing algorithms that encourage the exploration of varied viewpoints and foster an environment where diverse voices are heard and valued. It also implies governance structures that are flexible and adaptive, not just external to AI systems (e.g., regulations) but also embedded within them leveraging what AI does best: analyzing patterns, and what lies within human agency: determining what is right, to maintain alignment with our collective values. Ensuring that AI benefits all of society requires more than just advanced AI models and regulations. It hinges on our leadership models first. https://www.hamiltonmannconversation.com/noellerussell