AI & Ethics: Leadership and Decision-Making in an AI-Enabled Workplace
Can you trust AI to make better decisions than your leadership team? If so, what’s the role of your company’s leaders?
Why should organisational planning and analysis sit under HR? How can organisational design drive happiness at work?
Our host, Thiago Kiwi speaks with Rupert Morrison, author of Data-Driven Organization Design, and CEO of Orgvue.
Kiwi and Morrison speak about the importance of data driving your organisational design, including:
Rupert Morrison is an economist, recognized author, and leader in organization design, human capital management, and analytics. Formerly a strategy management consultant, Rupert is now CEO of Concentra Analytics and Orgvue.
His book “Data-Driven Organization Design” was shortlisted for the “2017 Management Book of the Year Award”. He has dedicated his entire professional career to helping businesses revolutionize the way they see, plan, and manage their organizations through the innovative use of data and analytics.
Learn more about Rupert MorrisonWhat would be your piece of advice for an organisation going through lots of changes? Ask the right questions. Embrace the ‘what if’ mindset. Ask ‘what if we did this’? Don't just get stuck in the day to day and you know - we can all do that - but scan the horizon.
There is a lot of myths and jargon around data. What are the most common myths or issues that you have come across? One trap that people fall into is that they provide a dashboard and say, look how sexy my dashboard is, without starting with the question that you need to ask in the first place. Before you even think about collecting any data, analysing any data, think about what question you asked, what is the hypothesis that you want to test? What is the question? Then think about how we want to answer it.
Can you trust AI to make better decisions than your leadership team? If so, what’s the role of your company’s leaders?
How is leadership different now, compared to two years ago? What are the factors that will make a virtual organisation model succeed? And how will leaders manage intellectual workload, which has a finite capacity, a decade from now?
What does good culture look like? Why is having a shared purpose within organisations so important? And where do formal processes go wrong?