5 myths holding back GenAI in the workplace
Here’s what leaders need to unlearn to scale AI across their organizations. ...
Brain Circuits
Can your organization cultivate expertise in an age of obsolescence?
Expertise and skills are becoming redundant faster than ever. But why is expertise needed in the AI age? Test your understanding and see our tips on developing cutting-edge expertise as the lifecycle of skills shrinks.
Are the following true or false?
1. There is no correlation between domain expertise and intelligence
Answer: False – Expertise is correlated with intelligence but reflects a different type of ability that leverages larger and more integrated cognitive networks to facilitate better decisions within its domain.
2. Expertise is not a predictor of leadership progression
Answer: False – Deep domain expertise is important for supporting progression to senior roles. It helps leaders create value by exploiting current organizational capabilities and exploring opportunities for new sources of revenue.
3. Almost half of today’s CEOs expect their skills to become rapidly outdated
Answer: True – In a recent edX survey, 49% of CEOs said they expected their skills to become outdated within three years.
Three ways to translate practice into expertise
Developing expertise requires extensive, sustained, and systematic practice:
- Practice must encompass a broad range of situations, providing quality and quantity of experience.
- Practice must allow the opportunity to test, fail, repeat, and reflect to build the complex patterns that distinguish expertise.
- Individuals must have the discipline to engage in deliberate practice and experimentation, characterized by a growth mindset.
Five approaches to fill the expertise development gap
The above conditions are becoming harder to find on the job. The following can help plug the gap:
- Simulations (in-person and digital) can provide exposure to a range of situations.
- Facilitated projects with targeted injections of high-level expertise can accelerate the learning process.
- Rotations and immersions allow individuals to address a broader range of challenges and a wider range of people, who serve as a frame of reference and support vicarious learning.
- Secondments and international assignments are invaluable in building expertise.
- Cultivating situational judgment enhances learning capabilities across situations, enabling individuals to harvest, consolidate, and apply expertise across a wider range of experiences more rapidly.
Key learning
To keep up with a rapidly evolving and uncertain global economy, expertise must be developed, cultivated, and harnessed in different ways to create value through innovation and problem-solving.
Authors
Related
How can AI enable your business strategy?
Artificial intelligence is perhaps the most far-reaching technology ever created. Google’s AI business strategist Gopi Kallayil recommends asking yourself three key questions regarding your business strategy and identifies three AI capabilities you...
Spot the difference: Traditional AI vs GenAI for CHROs
Many CHROs have yet to understand the implications of GenAI for their employees. Test your knowledge of how it differs from ‘traditional’ forms and check out the tips on integrating GenAI tools...
Three ways to use GenAI to transform supply chain management
Organizations that have begun trialing GenAI solutions to tackle supply chain challenges report only modest success to date. Carlos Cordon suggests three ways to use GenAI effectively in your supply chain. ...