But as we read through it together, something felt off.
It captured the goals… but missed the real priorities.
It included the messaging… but not the meaning.
It outlined actions… but none that would actually shift outcomes for the people doing the work.

AI had confidently summarized the strategy conversation — without understanding the context that shaped it.

The trade-offs. The worries. The sparks of innovation that appeared when two leaders finally agreed on a bold direction.

None of that showed up on the page.

We chuckled together, because no harm done — this time.
But there was a lesson sitting right there between the bullet points:

·      AI can deliver the what, but not the why.

·      It can describe the direction, but not the drive behind it.

·      It can echo decisions, but not the meaning that makes them matter.

And that’s the risk.

If we stop questioning, interpreting, and thinking for ourselves…we might start accepting content that’s clear — yet completely disconnected from the context of our organization’s reality.

In a world where answers are instant and polished; pausing, thinking and challenging becomes an act of leadership.

The work now is to stay curious, challenge the output, and bring the human insight only we can provide.

AI can move the work faster.
We ensure it’s moving in the right direction.

If we protect the thinking edge — our human edge — we won’t just keep up with the future of work

We’ll shape it.