LET’S TALK ABOUT
GETTING MORE FROM AI
THIS ISN'T ABOUT TECHNOLOGY. IT'S ABOUT LEADERSHIP.
WHERE AI VALUE IS LOST
One link in the AI value chain is still often overlooked.
Technology, data, governance, workflow redesign, and AI tool usage skills are certainly important.
But they cannot guarantee the value of AI on their own.
The missing link is what happens when AI enters everyday work.
AI does more than change tasks. It can change how people trust, judge, decide, and take ownership.
That affects AI results directly:
Too little or too much reliance → lost productivity or poor decisions
Weaker human judgment → unreliable quality of AI outputs
Unclear ownership → slower decisions and blurred accountability
Lower confidence and contribution → lost engagement
These are new team dynamics created by AI.
And once they emerge inside a team, the team leader is the person who must manage them.
When leaders lack the right capabilities to manage the new team dynamics AI creates, this is where AI value is lost.
WHAT IS THE COST
If the leadership gap is not addressed, organisations risk that:
Expected AI results may remain out of reach even as technology, data and workflows improve
AI capability still does not fully turn into team performance, and pressure to deliver AI value remains high.
Each new upcoming AI change can recreate the same team challenges and weaken results again.
Additional technology and deployment cannot compensate for a weakness in how AI is managed inside teams.
More investment can go into fixing the wrong part of the problem
Technology, tools or training may keep improving while the team-leadership issue remains untouched.
Scaling AI can also scale the leadership problem
The same unmanaged team dynamics can spread across more teams and use cases.
ABOUT
I’m an AI-Human Leadership advisor, university professor, and former senior executive with more than 25 years of international experience leading in companies including Unilever, Danone, Ferrero, and Heineken.
I help organisations turn AI potential into stronger team performance by developing leaders’ ability to create the team conditions for effective engagement with AI, higher productivity and better returns from AI investments.
I equip leaders to identify and address new team dynamics that can limit AI value realisation, including judgment and ownership in AI-assisted decisions, over- and under-reliance on AI, human contribution, and role meaning.
I’ve worked with leaders in major organisations including Carrefour, Volkswagen Group, Barclays, Novo Nordisk and GE, and taught and delivered executive education at leading institutions including HEC Paris, London Business School, London School of Economics, EDHEC and ESCP.
My approach is highly practical, translating research into clear frameworks and tools that leaders can apply directly to the realities of leading teams in AI-enabled work.
I hold a TRIUM Global Executive MBA and am currently completing a Doctorate in Business Administration, researching how leaders can help teams adapt to AI.
