I’m hosting a series of discussions about how AI might surprise us in 2025. Last week, I spoke with one of the top semiconductors analysts I follow,
. And this week I got together with , Professor at Wharton School and one of the deepest divers in the realms of generative AI use. We discuss how organisations can capitalise on AI’s abilities, what agentic systems will change and how a rapid commoditisation of models may pan out.Organisational innovation
Despite a year of pilot projects and enthusiastic rhetoric, many large firms remain stuck in incremental territory. Instead of using AI to imagine radically new workflows, they’re automating legacy tasks. This is akin to using electric light merely to extend working hours rather than rethinking the entire assembly line.
With AI agents and co-pilots, any employee can draw on a level of intellectual leverage previously reserved for domain experts or high-level consultants. If taken seriously, this can compress cycle times, broaden the internal innovation pipeline, and redistribute authority within organizations. Yet, firms cling to traditional ROI metrics and cost-cutting mindsets. This is a huge missed opportunity.
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