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The article highlights the need for managers and companies to navigate the AI revolution and enhance human potential rather than just adopting technology. It discusses the skills required to lead teams that collaborate with AI agents and people. The article emphasizes the importance of effectively deploying AI technology at scale and securely. It also mentions the transformative impact of AI on workforce management and provides five actions that leaders should take to succeed in the AI-driven workplace. The article showcases examples of organizations leveraging AI for exponential growth and how AI is reshaping team structures and workflows. It stresses the need for data integration and architectures that enable efficient AI adoption and scalability. An effective AI strategy should be fully integrated and aligned with organizational goals.
Education
Navigating the AI revolution: A roadmap for managers and companies
Artificial intelligence (AI) is recognized as a transformative force that is reshaping industries, economies, and societies globally. However, nations face unique challenges in fully harnessing the benefits of AI. This includes securing investment for AI innovation and addressing digital infrastructure gaps that exacerbate the digital divide. To overcome these challenges, a multistakeholder approach and political commitment are needed to build resilient national AI ecosystems and promote widespread adoption. The AI Governance Alliance's Inclusive AI for Growth and Development Initiative aims to facilitate safe and inclusive AI innovation, deployment, and adoption. A new white paper offers guidance to nations, regardless of their level of digital and AI maturity, to achieve a successful AI revolution.
Blueprint for Intelligent Economies – AI Competitiveness through Regional Collaboration
Countries need adaptable AI strategies aligned with local priorities, focusing on infrastructure, talent development, and fostering public-private collaboration to realize the full potential of AI. Multistakeholder partnerships can address shared challenges, such as sustainable AI infrastructure and equitable AI access, to unlock global benefits. The global AI landscape is fragmented, with a few nations leading, some striving to catch up, and many excluded, amplifying economic and social disparities. Limited access to AI infrastructure, advanced computing capabilities, high-quality data, and AI skills hinder nations from reaping AI's economic and societal benefits. National strategies should define AI ambitions and align with local priorities, while building resilient AI ecosystems requires substantial resources and private sector participation. Access to sustainable AI infrastructure and investment in education and skilling programs are crucial for success.
Financial services
How can all nations realize the full potential of AI?
The co-chairman of the Carlyle Group, David Rubinstein, spoke about the future of democracy, the global economy, and technological advancements in a recent interview at the World Economic Forum in Davos. Rubinstein emphasized the need for democracy to work harder to explain its benefits and values to people. He also discussed the rise of populism and the importance of listening to people's frustrations. In terms of the future, Rubinstein stated that technology will continue to be a driving force and that companies and countries need to adapt to technological advancements to avoid being left behind. Finally, he noted that the future is uncertain and difficult to predict, but change is inevitable.
Financial services
6 questions for David Rubenstein: 'Democracy has to work harder'
AI is accelerating workplace change, with people now more likely to acquire AI skills than ever before. The focus on technology has also increased the demand for human skills. The pace of change is accelerating, with over 10% of workers hired today having job titles that didn't exist in 2000. AI is reshaping the workplace, influencing daily tasks, creating new jobs, and redefining work. Professionals and organizations are adapting by upskilling, reskilling, and pursuing new career paths. Today, AI skills are highly sought after, and professionals who embrace AI have a competitive advantage. Workers are broadening their skillset, with a 40% increase in skills added to their profiles. Additionally, the importance of soft skills has grown by 20%. The evolution of the workplace presents both challenges and opportunities for executives and employees to adapt and build new capabilities.
Education
AI is shifting the workplace skillset. But human skills still count
The potential of artificial intelligence (AI) relies on high-quality, first-order data. To fuel intelligent AI solutions, companies need to shift to technologies that generate this type of data. Existing data in industries like infrastructure is often limited and of poor quality. Robots equipped with advanced sensors can collect high-resolution data in challenging environments, enabling AI software to identify defects, predict failures, and optimize efficiency. The era of generic software solutions built on assumptions and limited data is coming to an end. Companies that can harness the power of first-order data will have a competitive advantage in the future.
How to ensure AI's outcomes are no longer 'subject to available data'
Artificial intelligence (AI) is transforming the entertainment industry, offering new opportunities for creativity and storytelling. However, whether AI becomes a tool for exploitation or a genuine asset depends on the choices made now. Labor unions, such as SAG-AFTRA, are advocating for responsible innovation and the protection of human talent. They have entered into agreements with platforms that ensure performers retain control over their AI voice models and are fairly compensated. Strong standards and policies are needed to safeguard the rights and livelihoods of creative professionals. Recent laws and proposed legislation are advancing informed consent and protection of performers' rights. Collective action and public engagement are crucial in shaping AI's role in entertainment. The goal is to create a future where technology serves human artistry and economic security.
Labour leaders: Artificial intelligence must serve human creativity, not replace it
Before launching a new AI tool, organizations should ask three important questions. First, they should determine the end goal and what void the AI tool will fill within the company or for potential customers. Second, they should consider how the AI tool will fit into existing processes and workflows, ensuring that it complements human tasks rather than replacing them entirely. Finally, organizations need to have a plan in place for when things go wrong, anticipating failures and establishing a feedback loop to quickly address issues. These questions will help organizations navigate the product-development process and ensure the successful integration of AI tools.
3 Questions to Ask Before Launching a New AI Tool
The World Economic Forum and Accenture have collaborated to explore four potential scenarios for the future of productivity. These scenarios consider the interaction between technology and talent development and aim to help decision-makers understand and anticipate change. The scenarios include a "Productivity Leap" where disruptive innovation and rapid human capital development lead to significant productivity gains, an "Automation Overload" where technology outpaces human capital development, a "Human Advantage" scenario where human capital development outpaces technology, and a "Productivity Drought" scenario where both technological innovation and human capital development slow simultaneously. The impact of each scenario on different industries is also examined, highlighting potential challenges and opportunities.
Education, Financial services
Gauging the global economic future: can productivity revive by 2030?
CEOs in today's world of constant disruption face new challenges such as rising protectionism and misinformation, labor shortages, and customer disloyalty. The median CEO tenure has decreased, and confidence in leaders is low. To succeed, executives need to rethink their approach to leadership by focusing on geopolitics, integrating AI, embracing agile talent models, and building employee trust. Geopolitical headwinds are at their highest levels in decades, and companies are preparing for unexpected disruptions by prioritizing geopolitics. However, many still lack understanding of the structural changes happening and need in-house geopolitical expertise. CEOs understand the value of AI but its implementation has been uneven. It is important for CEOs to invest in AI quickly and decide where and how to invest. AI initiatives have generated modest gains so far but as adoption increases, productivity gains accelerate. Competitive advantages are eroding, so companies must be clear about their value proposition.
Financial services
How CEOs can succeed in a world of constant disruption
Europe is facing significant challenges due to shifting power dynamics, the climate crisis, and rapid technological change. The conflict in Ukraine has exposed Europe's vulnerabilities in energy, security, and supply chains. Additionally, Europe's share of global GDP has decreased, and productivity growth is stagnant. To address these issues, Europe must embrace the concept of strategic interdependence, striking a balance between safeguarding its sovereignty and fostering collaboration with other countries. This report is based on discussions by the World Economic Forum's High-Level Group on European Strategic Interdependence.
Austria, Lithuania, Norway, Slovenia, Ukraine | Financial services
Open but Secure: Europe’s Path to Strategic Interdependence
Businesses and policymakers must embrace reinvention in the Intelligent Age or risk becoming obsolete. Generative AI and related technologies are transforming productivity and workforce dynamics. Public-private partnerships are essential to address cybersecurity risks and create sustainable value. The shift from industries to collaborative ecosystems enabled by technology creates opportunities and challenges for economic policy and supply chain resilience. Strong collaboration between the public and private sectors is necessary to unlock the potential of the Intelligent Age.
Financial services
How to unlock the potential of the Intelligent Age
Donald Trump's return to the White House as the 47th president of the United States has sparked discussions among media leaders and political commentators at the World Economic Forum's Annual Meeting in Davos. Trump's second term is expected to bring about significant shifts in US policy, including imposing tariffs, reforming alliances, and rolling back regulations. The future of multilateralism is uncertain, with a potential shrinking role for it in US national interests. Geopolitical complexities and tensions with China were also key topics of discussion. Economists anticipate a trade war between the US and China, with protectionism potentially driving lasting changes to global trade patterns.
Taiwan, China | Financial services
Media leaders on Trump's return to the White House: '200 times more unpredictable'
Most employees believe that AI will amplify the importance of uniquely human skills such as creativity, leadership, and learning. AI is reshaping leadership by allowing leaders to focus on strategic thinking and upskilling their teams. It also has the potential to foster transparency and accountability in organizations, addressing a global trust deficit. Embracing AI for good can ignite a skills revolution, where AI complements human abilities rather than replacing them. This revolution requires a collective effort to reimagine growth, empower individuals, and reshape industries. The dynamic interplay between humans and machines can unlock innovation and lead to industry transformations. A continuous learning mindset, including understanding how to effectively leverage AI, is crucial in this era of technological advancement. AI has the potential to rebuild trust by increasing transparency and accountability in institutions. To fully harness the potential of the AI-driven skills revolution, collaboration between humans and machines, human-centric leadership, continuous learning, and trust promotion are key.
How we can elevate uniquely human skills in the age of AI
The 20th edition of the Global Risks Report 2025 reveals an increasingly fractured global landscape, with escalating geopolitical, environmental, societal, and technological challenges threatening stability and progress. The report presents the findings of the Global Risks Perception Survey 2024-2025 (GRPS), capturing insights from over 900 experts worldwide. It analyzes global risks through three timeframes to help decision-makers balance current crises and long-term priorities. The report highlights declining optimism, deepening geopolitical tensions, and the role of technology in exacerbating risks. Respondents anticipate an unsettled global outlook over the short and long term, reflecting a pessimistic view of the world's future.
Financial services
Global Risks Report 2025
Less knowledge about artificial intelligence (AI) actually makes people more open to using the technology, according to new research. People with lower AI literacy are more receptive towards AI adoption than those with higher literacy, across different groups, settings, and countries. This is because AI can perform tasks that were traditionally associated with humans, creating a sense of magic and awe. However, efforts to boost AI literacy may unintentionally dampen people's enthusiasm for using AI by making it seem less magical. Striking a balance between understanding AI and keeping people open to its adoption is crucial for maximizing its potential.
Knowing less about AI makes people more open to having it in their lives – new research
Regional initiatives for economic integration, climate action, and technology development have shown progress and can serve as models for advancing global goals despite geopolitical challenges. Examples include the African Continental Free Trade Area, which aims to integrate economies and boost investment and job creation in Africa, the European Clean Industrial Deal, which aligns climate and industrial policies to promote cleaner production and renewable energy, and the efforts of the Association of Southeast Asian Nations to promote digital trade and commerce. These regional approaches are mission-specific and tailored to address specific issues, and their success can inspire cooperation in other regions.
Algeria, Angola, Armenia, Austria, Belgium, Benin, Bolivia, Bosnia and Herzegovina, Bulgaria, Burkina Faso, Burundi, Chad, Chile, Croatia, Czech Republic, Denmark, Egypt, Estonia, Ethiopia, Finland, Germany, Ghana, Greece, Guinea, Hungary, Iceland, Indonesia, Jordan, Kenya, Kyrgyz Republic, Latvia, Lesotho, Malawi, Malaysia, Mali, Malta, Mauritania, Mauritius, Morocco, Mozambique, Namibia, Peru, Philippines, Poland, Portugal, Republic of Korea, Romania, Russian Federation, Rwanda, Senegal, South Africa, Sweden, Switzerland, Tajikistan, Tanzania, Tunisia, Türkiye, Uganda, United Arab Emirates, Viet Nam | Financial services
The Road to Global Cooperation Runs Through Regions
The article discusses the need for organizations to adapt and reshape work in the Intelligent Age, driven by advancements in artificial intelligence (AI) and related technologies. It emphasizes the importance of prioritizing the responsible use of AI and building a future-proof workforce. Organizations must rethink their approach to work, develop AI skills, and infuse AI into every tool, process, and product. Talent management needs to be re-evaluated, with a focus on recruiting individuals with curiosity, adaptability, problem-solving, and communication skills. Continuous learning and tailored training programs are necessary to stay competitive in an AI-first era.
Education
Reshaping work in the Intelligent Age: The path to building a future-proof workforce
Investment in digital infrastructure is crucial for boosting socio-economic development and achieving the Sustainable Development Goals. School connectivity is a key element in digital infrastructure for developing countries. The International Telecommunication Union (ITU) has launched the Digital Infrastructure Investment Initiative (DIII) to address the global connectivity gap and has published a white paper outlining challenges and solutions in digital infrastructure investment. The initiative aims to bring Internet access to the 2.6 billion people still offline. The ITU will focus on digital infrastructure investment needs at the Fourth International Conference on Financing for Development, and the initiative will collaborate with Giga, a partnership aiming to connect every school to the Internet by 2030.
ICT
Digital Infrastructure Investment: The school connection
Leaders can navigate the hype surrounding artificial intelligence (AI) by maintaining a clear vision, communicating consistently, being pragmatic, and persevering. Despite the significant investment in AI, many companies feel unprepared to fully leverage its potential. Research shows that organizations are feeling increased urgency around AI, with CEOs and leadership driving this push. However, AI implementations often fall short of expectations, and only a small percentage of companies are ready to fully utilize AI technology. Effective leaders will have a strong vision, communicate frequently, and focus on achievable goals to navigate the AI hype storm.
How leaders can navigate the AI hype storm

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