Kategorie: Innovation Management

Artificial intelligence is widely seen as the engine of a new productivity era. Yet a recent analysis discussed in the Harvard Business Review suggests a more complex picture. The research identifies a growing phenomenon among knowledge workers that the authors describe as “AI Brain Fry” — a form of mental fatigue caused by intensive interaction with, and supervision of, AI tools.

By 2026, leadership has not been dramatically reinvented, but it has been quietly redefined. Artificial intelligence is no longer an innovation project or a future ambition; it has become part of everyday operations. Reports are generated automatically, decisions are prepared by data models, assistants and agents handle routine tasks. For managers, this shift changes the nature of effectiveness. What matters less is technical depth, and what matters more is the ability to connect technology, people and organisational purpose.

Just a few years ago, the job title sounded like something out of a future trends report. Today, it's rapidly becoming reality: the Human-Machine Teaming Manager is emerging as a key figure in organisations seeking to bridge the gap between human intuition and machine efficiency. As artificial intelligence and automation become deeply embedded in workflows, a new professional role is taking shape—at the intersection of technology, psychology, and organisational development.

Artificial intelligence is no longer just an experiment for major companies – it's a proven driver of business value. That’s the key finding from a new study by the Human-AI Research Department at the Wharton School, which surveyed more than 800 senior executives from large US firms. Around 75 per cent of respondents said their AI projects are already delivering a positive return on investment – a striking result amid ongoing scepticism around the real-world impact of AI.

Artificial intelligence is transforming the world of work at breathtaking speed. Algorithms are screening job applications, optimising production workflows and handling customer queries. But who decides how these systems are used? And what role do employees play in that decision? In Germany, the answer is clear: co-determination.

Artificial intelligence is reshaping the job market – not in some distant future, but right now. Current research shows that this technological shift is affecting not just individual tasks, but entire job profiles. Occupations that rely heavily on information processing, analysis and communication are at the heart of this transformation. These are exactly the areas where AI systems already deliver a level of efficiency and precision that would have been unthinkable just a few years ago.

Through my training and consultancy work, I’m in daily contact with ChatGPT – it’s long since become something like a reliable sparring partner for me. When GPT-5 was released in Germany last Thursday night, I wasted no time and integrated the new model straight into my workflow. My first hours with it were a mix of anticipation and scepticism: could an already strong version like GPT-4o really make a noticeable leap forward? After several intense days of use, my answer is yes – and in such a way that I already wouldn’t want to be without it.

With key provisions of the EU AI Act coming into force on 2 August 2025, a new era of artificial intelligence regulation begins across the European Union. This legislation marks the world’s first comprehensive, binding legal framework for the use of AI, particularly affecting general-purpose AI models (GPAI) such as OpenAI’s ChatGPT, Anthropic’s Claude, Google’s Gemini, and Meta’s LLaMA. These versatile models are increasingly embedded in products, services and internal processes across industries.