Business
AI might beat IQ, not EQ — but never say never
Effective change management is the linchpin of enterprise-wide AI implementation, yet it’s often underestimated. I learned this first-hand in my early days as CEO at Sanofi. I had made it a habit to drop in on meetings to learn as much as I could about the organization. In one such meeting I was told, quite directly, they were discussing how to avoid giving me raw data without first thoroughly reviewing it and deciding on the “narrative.” That moment was a wake-up call. I realized I had underestimated not only the scale of change management required, but also my own learning curve in leading such a transformation. The real challenge was not technical—it was cultural.
We underestimate the scale of the AI learning curve
Building trust in AI requires more than clear communication about its benefits and limitations; it demands a commitment to involving employees in the journey, demonstrating that AI is here to augment—not replace—human judgment.
Over time, as AI tools became more integrated into our daily workflows—think live financial reporting or even inviting AI agents to meetings (remember AI doesn’t have a career at stake) to provide unbiased summaries—employee trust grew, and skepticism diminished. You can think of AI resistance like using the Waze navigation app. People often think they know better than the app and want to take the road they’ve traveled many times because it’s familiar. But if you’re willing to take the risk and follow its advice, you may find your journey is quicker and easier than you could have imagined.
Don’t delegate the AI revolution
Leading an AI revolution requires more than issuing directives from the corner office. It takes personal engagement and a willingness to break with tradition. In 2021, we launched an “AI Fight Club,” selecting 12 respected change agents from across different departments—none of whom were AI specialists—to innovate within their own functions in collaboration with technology experts.
These change agents were given full autonomy and meet regularly to present their progress and collaborate across silos. This approach proved far more effective than traditional rollouts, especially for new the new generation of employees who crave participation and co-creation over top-down innovation. Leaders must invest energy, develop a real understanding of technology, and create space for experimentation. By being actively involved, we inspire trust, accelerate adoption, and ensure that AI becomes a catalyst for meaningful change and not just another corporate initiative. Champion AI across teams and remove roadblocks for innovators. If you delegate the AI revolution, you risk stagnation and resistance.
EQ is the new gold
The future is not about humans versus AI, it’s about human + AI. It is about speeding up the time-consuming tasks, allowing employees to do their jobs quicker, with more efficiency and impact. This is imperative for staying competitive. Companies can’t afford to hire solely based on how well someone fits a job description. Adaptability is a new must-have skill. Where AI is dispassionate and calculated, humans offer something unique: emotional intelligence. Emotional quotient, or the ability to understand and manage emotions, improves decision making by drawing on human experience for more balanced, effective, and inclusive results.
It’s also why I believe philosophy, history, and geography will continue to provide great value in the future. These disciplines foster reflective thinking and critical reasoning—qualities that AI cannot replicate. Team sports and creative pursuits are just as important as coding or data science, as they build resilience, empathy, and the ability to collaborate. Today’s new talents don’t want cascaded information—they want to participate and shape innovation.
Conclusion
Building confidence, encouraging participation, and driving cultural change are just as crucial as mastering the technical aspects of AI. My own experience has shown that leadership in the AI revolution demands more than issuing directives, it requires an entrepreneurial spirit, curiosity, and a willingness to listen and learn from every level of the organization. When employees are brought into the process and given space to co-create, skepticism fades and innovation flourishes. The next gold mine won’t be found in algorithms or automation alone, but in the uniquely human qualities that cannot be coded.
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This story was originally featured on Fortune.com
