Fit For the Future

If you’re still dragging your feet about adopting AI, don’t! It isn’t some distant future technology – it’s already here, and in five years it will be as normal as smartphones or spreadsheets. Smart leaders are already using it to enhance their customer experience, boost productivity, and make better decisions. And don’t just wait until you’re ready for the technology; you also need to bring your people along on the journey.https://swiy.co/go-ai-in-2030A few weeks ago, I was speaking at two conferences in the Northern Territory – one in Alice Springs and one in Darwin – for tourism and hospitality operators in those towns to understand what’s coming in the future and how they can take advantage of those changes.During the Q&A segment of my presentation, a tour operator in the audience asked me:"What will be the biggest impact of AI in the tourism sector in the next five years?"This is a smart question – not just for tourism, but for any industry. You probably should ask the same thing about your own sector.But wait ... To be more precise: This is a smart question NOW – in 2025. But in the next five years – by 2030 – this would be a dumb question!Why? Because by 2030, AI will be a standard part of how we work, just like smartphones, laptops, workplace culture, innovation, and change management. We don’t ask, “What will be the impact of computers in our industry?” because we already know they are an essential part of doing business.The same will be true for AI.Even now, forward-thinking businesses and leaders are using AI to enhance their customer experience, build marketing campaigns, analyse data and reports, record meetings and automate follow-ups, and much, much more.Some organisations are already integrating AI into almost everything they do.But many are still hesitant. Right now, that’s OK – because your competitors and customers might not be doing it.But by 2030, AI won’t be optional.Where do YOU stand with AI?If you’re hesitating – waiting until the tech is better, you’ve crafted the perfect policy, or have recruited the best IT people – you’re falling behind!The good news is it’s not too late. But you need to start now.Most importantly, you need to bring your people along on the journey. AI adoption isn’t just about technology; it’s about people. If you introduce AI before your people are confident, comfortable, and competent with it, they won’t use it. Or worse, they will use it badly.I’m running an online presentation soon called "People-Powered AI", where I will focus on how leaders can bring their teams along on the AI journey. It’s not about the technology – it’s about your role as a leader. It’s free, open to everybody, and I’d love to see you there. Feel free to share it with your team and network too.Register for the virtual masterclass:https://swiy.co/go-ai-in-2030

Your organisation can use AI in two key ways - but it might be using only one. The first is embedding AI into core operations, where it works behind the scenes to streamline processes like loan approvals, insurance claims, and medical diagnoses. The second, and often overlooked, is giving people direct access to AI-powered tools like ChatGPT, AI agents, and deep research assistants. If you’re serious about being an AI-driven organisation, make sure you’re using AI in both ways.https://swiy.co/go-the-two-sides-of-aiIs your organisation an AI-driven organisation? And what does that even mean?About a year ago, Amazon in Australia surveyed CEOs and other leaders across different industries and sectors, asking about AI’s impact. One key question was whether they expected their organisation to be AI-driven by 2028. The result was 90% of leaders said yes!That’s only three years from now. But what does it really mean to be AI-driven?You organisation can use AI in two key ways - but it might be using only one.First, AI might be built into your core processes - for example:* Banks use AI to assess loan applications.* Insurance companies use AI to determine premiums and process claims.* Healthcare providers use AI to analyse scans and diagnose diseases.* HR teams use AI to screen job applications.In these cases, AI works in the background, supporting decision-making or automating processes that would otherwise be too complex or time-consuming for humans. Your people might not even be aware they’re using AI, because it’s just part of how things work.This is a valuable use of AI, but it’s only half the picture.The second side of AI is what we’ve seen explode in the last few years: generative AI, like ChatGPT or Microsoft Copilot. Instead of AI running in the background, people use it directly to enhance their work. This is extremely powerful for boosting productivity, enhancing your customer experience, and improving decision making.But many organisations are still hesitant to embrace this use of AI. Some organisations still ban tools like ChatGPT or Microsoft Copilot, despite their value. And AI capabilities are evolving fast - with agents and deep research tools that can automate, summarise, and proactively deliver insights.For example, OpenAI recently launched its Deep Research tool, allowing users to conduct detailed investigations with AI. Right now, it’s only available to premium ChatGPT users for about $300 per month. But Perplexity, a ChatGPT rival, introduced a similar feature - available free!This shift from passive AI (behind the scenes) to active AI is where AI and people are really working together. But many organisations are missing this opportunity.And that’s a mistake.If you’re only using AI in your core operations but not equipping your people with AI-powered tools, you’re not fully AI-driven. You’re missing out on a huge opportunity for productivity, innovation, and competitive advantage.The longer you wait, the further behind you’ll fall. But it’s never too late to start.I’m running a free, public online presentation soon about people-powered AI. Register now, and learn how to bring your people on the AI journey.Register for the virtual masterclass:https://swiy.co/go-the-two-sides-of-ai

Change isn’t easy, and everybody in your team will respond to it differently. Instead of trying to push everybody to embrace change, focus on finding the "bright spots": small success stories where change is already working. By highlighting these successes, you create a culture where change feels possible, practical, and positive.https://swiy.co/go-find-the-bright-spotsWhenever a client engages me to speak at their conference, we always have a presentation briefing call beforehand, so I can learn more about their organisation, the people attending their event, the outcomes they want from my presentation, and how my presentation fits in with the rest of the conference program.In this meeting, I always ask this important question:“How receptive are your people to change?”We all know there’s a lot of external change right now (you don’t need a futurist to tell you that!), and the pace of change is increasing. As a leader, your job is to create a culture that supports, encourages, and embraces change, so you can remain relevant and valuable in the work you do.In any team, you will have a mix of attitudes toward change - for example:- Some people embrace it enthusiastically, and will gladly lead change in the team.- Some aren’t as excited, but accept change as part of their life.- A few might even actively resist change or fight change.To build a culture of change - and change agents - you can’t click your fingers and expect everybody to magically change their attitude immediately. It takes time, but there are simple things you can do to facilitate the process.In their book “Switch”, brothers Chip and Dan Heath describe nine strategies fofr creating change in challenging circumstances. In fact, the subtitle of the book is “How to Change Things When Change Is Hard”.When I work with leaders and eams about building change, I share some of these ideas (and others from other sources). In my experience, the most useful and practical technique is from this book, and it’s called “Find the Bright Spots”.In a nutshell, this means seeking and highlighting individual success stories.For example, a bright spot might be:- A small change a team member tried (and succeeded)- A team success story- An example of successful change from outside the teamYour goal is to highlight these success stories - for example, by sharing one or two at the start of every staff meeting.By doing this, you help people see examples of change that worked, frequently remind them that change is possible, encourage them to try small change projects themselves, and bring change closer to them in a low-risk way.This isn’t a magic bullet. Just finding bright spots won’t be enough to bring everybody on the change journey. But it’s a low-risk, high-value first step on the path to building a culture of change agents.Download the worksheet:https://swiy.co/go-find-the-bright-spots

How do you stay on top of all the changes with AI? It's evolving fast, and staying in touch can feel overwhelming. Instead of trying to track every new development yourself, find an AI champion in your team and give them the support they need to lead AI adoption and integration.https://swiy.co/go-ai-championAI Champion: The Role Every Team Needs to Navigate AII run regular AI Leaders Labs for clients and others in my close network to help leaders share their ideas and experiences about using AI. These leaders are interested in AI, both for themselves and their teams, and want to bring their people on the AI journey.In my most recent Leaders Lab, three participants asked the same question:“AI is moving so fast - how can we keep up with what’s new?”I have two answers ...First, of course, if you want an external perspective, engage me! I can run a masterclass for your team or deliver a keynote presentation at your next conference. It’s part of my regular “day job” to know what’s new in AI and make it relevant and meaningful for you.The other option I recommend - which I also recommended to my group - is to find an AI champion for your team.If you work in a larger organisation, you might be tempted to wait until somebody “higher up” creates rules, frameworks, policies, and tools for everybody to use AI.But that’s too slow!Sure, there are some things that need careful thought and strategic insight. But you can still get a lot of value from AI right now. That’s where an AI champion can help.You want somebody who is excited and enthusiastic about AI, and also keen for everybody else in the team to start using it. She might be the person who’s always testing the edges of what’s possible, and willing to extend the team’s capabilities.Your first step is to find the right person (or people, if you’re lucky enough to have more than one in your team). Your role is to nurture them and create an environment where they can excel as an AI champion for your team.They don’t need to be a senior person who understands all the policy implications and the bigger picture. It’s better to have someone who’s excited about AI, even if they don’t have the experience to make big-picture judgment calls (that’s YOUR role in this partnership).It’s not all plain sailing, though.Often, your AI champion is a more junior team member (although not necessarily a young person). This can create friction - for example:* Other team members might be jealous of this person’s special status.* Your peers, managers, or senior leaders might not respect this “junior” person when they speak up.* The IT department might be wary of allowing your AI champion freedom to test new tech.These are all valid concerns, and they are challenges you and your AI champion will need to navigate together.For help in this process, download my worksheet about finding, nurturing, and working with an AI champion in your team.This process takes a bit of effort - especially at first. But by investing in this effort, you will ensure your team stays informed, adapts quickly, and makes the most of AI’s opportunities.Download the worksheet:https://swiy.co/go-ai-champion

What do you know about this new Chinese AI app called DeepSeek that’s taking the AI world by storm?DeepSeek, a new app similar to ChatGPT, became the #1 downloaded app on the App Store when it was launched recently. You might have heard about it in technology news, but it’s also in the mainstream media.But how can we separate the hype from the reality?Let’s talk about three things about DeepSeek, and also what it means for you as a leader.1. China’s Growing AI CapabilitiesThe common wisdom was that China was lagging behind the USA in AI expertise and development. So it caught most people by surprise to see something as good as DeepSeek coming out of China.But that assumption was wrong. China has been a leading force in AI for years - for example:* Last year, they created the world’s first virtual AI hospital to advance medical procedures.* They have been using AI to tackle climate change for many years.* As far back as 2016, China set out to make an entire city that only allowed driverless cars.2. Bias and Censorship ConcernsAnother issue with DeepSeek is the possibility of bias and government censorship in DeepSeek’s results.This is true! For example:* If you ask it about Tiananmen Square, it doesn’t know (although some reports say that has changed).* If you ask it about the sovereignty of Taiwan, it gives you the stock standard government response.* If you ask it to make a joke about Xi Jinping, it says that would be rude.So yes, DeepSeek has bias and censorship. But so do other AI tools!For example, US president Donald Trump recently declared that the Gulf of Mexico was now going to be called the Gulf of America. For most of the world, that makes no difference (no one country can unilaterally rename an international body of water). But in the USA, Google has adjusted Google Maps so that - for US users only - it will apear as the Gulf of America.3. DeepSeek Is Faster And CheaperDeepSeek was developed with fewer resources than its competitors, and that surprised many people. It was cheaper to build, cheaper to train, and uses less energy to run. (In the ultimate irony, Sam Altman, the CEO of OpenAI, claims it has inappropriately used some of ChatGPT’s material in its training!)But this is just a natural evolution of technology. All the other AI platforms and tools are also becoming cheaper and faster. DeepSeek isn’t leapfrogging other platforms; it just happens to be new.What This Means for You as a LeaderWhen you hear news about DeepSeek, take it with a grain of salt. Some of the hype doesn’t match reality.More importantly, what does this mean for you as a leader? In general, not much at all!You should definitely know what’s around the corner, over the horizon, and maybe even just landed on your doorstep. But also assess it carefully, because not everything needs immediate action.If you’re already using ChatGPT, Copilot, or some other AI tools, keep going! There’s no immediate need to switch to DeepSeek.If you haven’t already started using AI, you should. And you should be having regular conversations with your team about using AI in the workplace – to help improve productivity, enhance the customer experience, and make better decisions faster.Download my worksheet about having AI conversations with your team.https://swiy.co/go-deepseek-disruption

As we step into 2025, it’s clear we will have much more change and uncertainty - but also opportunity. Your path to success depends on how well you can lead yourself and navigate your team through the year. Your focus should always be about people first: guiding your team, customers, and yourself through the complexities of the year ahead. It’s not about predicting the future but staying adaptable, monitoring trends, and bringing people on the journey.https://swiy.co/go-leading-in-2025As a leader, what are you expecting in 2025? You might have done your initial planning for the year, but we all know that our plans will change! Whatever we can foresee now, we will face a lot of change, uncertainty, and disruption before the end of the year.For example, you might have already heard rumours about the Next Big Thing in AI: AI agents, which can scurry around doing things on our behalf. How can you plan for that now when you don’t know exactly what they will look like?It’s easy to use AI as an example because it’s obvious to us all that it will change. But this applies to many other things in our world as well - including workplaces, hybrid work, Federal and State elections, cybersecurity, sustainability, and more!The most thing to keep in mind as that it’s about people first.Your path to success depends on how well you can lead yourself and navigate your team. It’s not about predicting the future but staying flexible and bringing people on the journey.I recently published some research about the key leadership trends for 2025. Even those that are about technology - like AI and cybersecurity - are about how people engage with the technology, not the tech itself.For more about these trends, join my online presentation very soon, where we’ll look at three in more detail. I’ve chosen three directly related to important groups of people in your organisation: your customers, your employees, and of course yourself.It’s free, public, and open to all. So feel free to invite others in your team as well.Register for the virtual masterclass:https://swiy.co/go-leading-in-2025

With up to five generations working side-by-side, your workplace is more diverse than ever. This offers many opportunities for collaboration and innovation, but it also presents challenges, like differing attitudes toward hybrid work, financial pressures, and conflicting priorities. If you're a leader who can embrace these differences and foster a culture of mutual respect, you will be better equipped to manage conflicts, retain talent, and build thriving, future-ready teams.https://swiy.co/go-bridging-the-gapHow many generations are working in your organisation? It might be up to five – and in rare cases, there could even be six generations working together.From the oldest to the youngest:Baby Boomers, who are usually the most senior people in the organisationGeneration X (my generation), in their fifties and sixties, often in senior roles and some close to retirementGeneration Y, or the Millennials, many now in management positionsGeneration Z, roughly up to the age of 25, who are new to the workforceGeneration Alpha are even younger workers, often apprentices or in their first "real job"With so many generations working together, you have people with different worldviews, different attitudes to work, and very different experience and expertise. This creates some interesting dynamics.On the positive side, if you have the kind of culture that values and embraces diversity, it gives you great opportunities for collaboration, innovation, and different perspectives.But sometimes, it doesn’t work so well. Often, you get these generations butting heads against each other.For example, the pandemic forced organisations to provide working from home for their office workers, and now many – especially older managers – are trying to drag their people back full-time into the office. But younger workers want to hold on to that flexibility. In fact, they have always wanted it, even before the pandemic. They don’t necessarily want to work from home all the time, but they also don’t want the drudgery of the Monday to Friday nine-to-five commute their parents endured.Other things like rising costs of living and rising inflation create pressure at both ends of the generational scale.For younger workers, facing high costs of living and high inflation, it’s more difficult to save for investments – for example, in the property market that created financial security for their bosses.At the other end, many older workers who were planning to retire are being forced to delay their retirement because rising living costs. So, they stay at work for longer. That’s good for the organisation because it retains their wisdom and expertise. But it’s also bad for the organisation because it creates a bottleneck at the top, which hurts the career path for younger employees.Younger people also care more about an organisation’s values, purpose, and ESG commitments. They holding their managers and organisation responsible for things like climate change, sustainability, diversity, and equity. If you don’t provide that, they will often choose to move.I’m running an online prsentation soon about these challenges and other leadership issues for 2025. It’s free, public, and open to all. So register now, and invite other leaders in your team and network as well.Register for the virtual masterclass:https://swiy.co/go-bridging-the-gap

How do you cope when employees, customers, and other stakeholders are more demanding than ever before? It's impossible to solve every problem, but you can partner with others - even outside your industry - to solve complex challenges and meet rising demands. Use cross-industry collaboration to unlock innovative solutions, share resources, and strengthen your organisation.https://swiy.co/go-cross-industry-collaborationHow are you coping – and planning to cope – with our fast-changing world in 2025?You don’t need a futurist to tell you our world is changing faster than ever before, and we’re going to face a lot more change, uncertainty, and disruption in the future.We’re all experiencing this every day. But as a leader, how are you managing and navigating your team through that?Leaders have a dual responsibility now. On one hand, you have to navigate this change and lead your team through it. And on the other hand, you must keep an eye on the future so you can take advantage of the opportunities that change brings.The problem is people expect more.Customers are more demanding.Our employees are more demanding.Other stakeholders are more demanding.It’s not enough to simply try to pedal faster and faster to keep up. It’s tempting to try, but you will burn out. And even if you don’t, it’s impossible to keep up.So, what can you do instead?Instead of trying to solve all your problems internally, partner and collaborate with other organisations. It doesn’t even need to involve people within your industry. You just need people who can help you solve problems you’re not equipped to solve.This idea is called cross-industry collaboration, and it’s rapidly gaining steam.I’m sure you have seen examples of it aready – for example:Woolworths partners with OzHarvest to provide surplus food to charities so that they don’t waste it.Telstra and the Royal Flying Doctor Service are collaborating to increase the number of telehealth services for people in regional areas.The National Australia Bank (NAB) is partnering with Good Shepherd Microfinance to provide small micro-loans to customers who NAB isn’t equipped to serve.This idea of cross-industry collaboration is one of ten key trends I’ve identified for leaders in 2025. I’m running an online presentation soon about these trends.I won’t cover them all, but instead will focus on three key trends: one about customers, one about employees, and the other focused on you as a leader.This presentation is free and open to everybody. So please register and feel free to invite others in your team, especially leaders.Register for the virtual masterclass:https://swiy.co/go-cross-industry-collaboration