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In a contemporary landscape where dialogue now spans five consumer generations, a successful strategy for AI for Business Leaders demands a tool capable of overcoming their intolerance for limitations like closing times, distances, and communication walls.

AI and agentification—that is, AI’s ability to react in real-time with autonomous reasoning to the needs of a specific target persona—is that tool.

And yet, many highly experienced managers have not yet understood that they, not the technology, are the true strategic asset in this evolution. So, what does it truly mean to be an effective leader in the world of AI?

The Fatal Mistake! Devaluing Agentification by Reducing It to Mechanical Automation

The biggest evaluation error is to confuse agentification with simple automation.

We are delegating to machines an executive autonomy of reaction (and therefore, reactionary), an ability to act and think within defined purposes.

But the vision, the strategy, and the role of evolutionary, decision-making ideation that directs that purpose are, now more than ever, and must remain, a quintessentially human prerogative. Avoiding this confusion is the first step of a modern AI leader.

Redefining Roles: Executive Autonomy vs. Strategic Responsibility

Once the mistake to avoid is understood, the true revolution imposes a clear separation of tasks:

• On one hand: The executive autonomy of agentification, which translates a strategy into concrete reactive actions.
• On the other: The human strategic responsibility. It is this cognitive task—analyzing context, defining the “why,” and making the decisions that direct the business—that precisely defines true leadership in the age of AI.

AI provides the most detailed map possible, but it is the manager who charts the course and the idea of the future. And it is the quality of this course that determines success.

The Necessary Mindset Pivot to Extract Value from AI

To guide companies through this transition, a paradigm shift is essential for any business leader working with AI. It is precisely on this mindset pivot that I base my support interventions, whether it be strategic consulting, team training programs, or individual coaching sessions.

Value is not extracted from technology, but from the culture built around it.

1. AI is a democratic and non-divisive innovation. Unlike digital innovation, which often had a manichean—dividing the world into two irreconcilable opposites, like good and evil—adoption tending to exclude older generations to favor native ones, AI reverses course. To be effective, an artificial intelligence has a vital need for the context, experience, and depth that only senior professionals can provide. It becomes a bridge, not a wall.
2. Senior generations have a duty to feed the context. The role of experienced professionals is not just fundamental; it is a duty. They have the responsibility to feed the AI and the entire organization with the cultural context, corporate values, and strategic cornerstones. Without this nourishment, AI remains a powerful but unwise tool.
3. Junior generations have a duty to provide the future vision. Likewise, younger talents have the duty to graft onto this solid foundation their understanding of new paradigms, challenging the status quo and providing the vision for the evolution of markets and consumers. Their drive is the fuel for future growth.

From Reaction to Generation: Corporate Culture as Res Cogitans

We must be aware of the turning point in our contemporary historical context: AI is the first thinking technology capable of autonomously reacting to the context, but left to itself, its nature is purely reactionary.

How can we overcome this limit? By applying Descartes’ powerful dualism to corporate culture.

In this vision, AI becomes our Res Extensa. It is the “extended substance,” a mechanistic apparatus governed by rules and algorithms. As sophisticated as it is, it is a “body” that executes… its essence is execution.

The real competitive advantage, then, becomes the Corporate Culture, elevated by an AI leader to the role of Res Cogitans. It is no longer an abstract concept… but the “thinking substance” of the organization: free, conscious, capable of generating vision… It is the mind.

When the Corporate Culture thinks, the AI executes. When the mind generates, the body acts.

The company stops suffering the future and starts creating it. It is here that the entire organization can finally affirm its own new meaning of the Cartesian motto.

Cogito, ergo sum: our Culture thinks, therefore our Company exists and is relevant in the market.