Taking on more responsibility with AI

An experienced assistant uses AI to prepare most of a substantial funding application. I take on new product-design and organisational work myself. We examine how knowledge, company context and checking results work together. We also discuss what employers need to make possible for new tools to expand a person’s contribution.

Greater capability changes how tasks are allocated

When people use AI to undertake more demanding work, questions, handovers and approvals also change. The talk examines what information someone requires, which decisions they can make and who assesses the result. Developing new skills becomes a concrete question about how people work together.

Sharing experience and preserving judgment

Experienced colleagues can help others specify an assignment and review its outcome. At the same time, organisations face a question about how newcomers develop judgment when AI supplies a finished draft. I discuss research and its limitations alongside my experience as a founder, AI user and employer.

A decision for the following week

The audience leaves with questions for a bounded trial: which additional task will someone undertake, which information will they receive, what requires review and how will the team assess the change? The format suits leadership meetings, people leaders and teams whose responsibilities are changing.

The arguments and their sources

These articles develop the questions behind the talk. They include the research used, its limitations and practical questions for your organisation.

• When AI shares expertise: what should experienced professionals do?
• What can we still do after AI has helped?
• Who owns the outcome when AI work crosses departments?
• An AI learning session that rehearses the next decision

What your audience takes away

• Identify a valuable responsibility you could take further with AI.
• Specify the knowledge, information and checks it requires.
• Discuss learning and responsibility concretely within your team.

A subject, shaped together.

In preparation, we discuss the audience, occasion and decisions your organisation faces. We choose examples and a clear emphasis around them. Talks often last 30 to 60 minutes followed by questions. The format suits company events, leadership meetings and professional conferences; language and duration are agreed together.