As AI systems become more autonomous, the challenge for organizations is no longer simply how to adopt the technology, but how to govern it responsibly. AI can accelerate analysis, automate processes and augment human capabilities, but it cannot carry accountability for outcomes. The organizations that succeed will be those that clearly define where automation adds value, where human judgment remains essential, and how responsibility is maintained as work evolves. Drawing on insights from ManpowerGroup's research on workforce transformation, talent shortages and AI adoption, this discussion will explore how leaders can redesign work, scale innovation and ensure that people remain firmly in the lead.
This panel will debate how AI challenges the foundations of leadership. When algorithms inform strategy and reshape work, what should leaders delegate to AI, and what must remain human?
Can greater reliance on AI strengthen employee autonomy, or will it create a new culture of control? The discussion explores the tensions between speed and judgment, productivity and people, innovation and accountability.
Gilles Babinet has spent a decade embedding AI in industrial environments, advising executive committees at groups such as ArcelorMittal and OCP. Most leaders still treat AI as incremental efficiency gains, while a rare few are rebuilding their business model from a blank page. He shows what a greenfield approach looks like (prototyping the state of the art while designing change management in parallel) and why data governance is, above all, a question of people and culture.