Anthropomorphizing AI tools may be great for driving hype and doomsday scenarios, but it compromises decision-making related to AI development
Jonathan Hughes
Jonathan Hughes
Jonathan Hughes has consulted to Global 2000 clients for more than 25 years. He has worked with leading companies across a range of industries in the Americas, Europe, Asia, and Africa, with a focus on growth and competitive strategies, innovation, and supply chain transformation. He recently founded Pareto Frontier Strategies, a start-up focused on using multiple AI technologies to transform complex B2B negotiations. In addition to Ivey Business Journal, Hughes’ articles have appeared in Harvard Business Review, California Management Review, MIT Sloan Management Review, and other leading journals. He graduated with honors from Harvard University with a degree in philosophy, and has been a guest lecturer at the Fuqua School of Business at Duke University, the Darden School of Business at the University of Virginia, the US Military Academy at West Point, the Wharton School of Business at the University of Pennsylvania, and the Advanced Program of Instruction for Lawyers at Harvard Law School. Hughes can be reached at jhughes11489@gmail.com.
Why building an innovative corporate culture requires focusing on people rather than technology
Employee conflict costs the global economy billions annually. Here’s how to use it to fuel learning and innovation
Successfully leading change is always a challenge, but it is a lot easier if you first break the deadly cycle of mutual dismissal
