The Convergence - Legal Copy Provided by Enterprise Agility University

LEGAL COPY PROVIDED BY
ENTERPRISE AGILITY UNIVERSITY

THE
CONVERGENCE
Making AI Work for People, Businesses, and Communities
ERICH R. BÜHLER
COPYRIGHT © 2024
ENTERPRISE AGILITY UNIVERSITY AND ERICH R. BÜHLER
All rights reserved. Images and concepts from this book are licensed by Enterprise Agility
University and Erich R. Bühler under the Creative Commons Attribution-ShareAlike 4.0
International License
DISCLAIMER
Every effort has been made to ensure that this book is free from errors or omissions. The
information provided is of general nature only and should not be considered legal or financial
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or inconvenience caused to a person or organization relying on this information.
AUTHORED BY:
Erich R. Bühler
PRINTED BY INNOVA1ST PUBLISHING
AND ENTERPRISE AGILITY UNIVERSITY
Printed in the United States of America
Available digitally and on paper

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DEDICATION
TO THE VISIONARIES, INNOVATORS,
AND CHANGE-MAKERS WHO ARE BUILDING A
SUSTAINABLE FUTURE
Contents
Preface ............................................................................................................................ i
SEC T IO N I
Int r o duct i o n
First Steps ..................................................................................................................... 3

Basic Information........................................................................................................ 3
A Comprehensive Book for Navigating the New AI Reality ............................. 3

Your Friends During Your Journey ....................................................................... 6
Unlocking the Power of Strategic and Human-Centric ...................................... 8
Sharing Resources for Enterprise Agility: An Open Invitation ......................... 9
Basics about the Model ..........................................................................................11
SEC T IO N II
Th e N ee d an d V is io n f or I nt er o pe r ab i l ity i n A I
Chapter 1......................................................................................................................21
The Transformative Potential of AI.......................................................................21
Sailing New Waters ................................................................................................21

The Challenges of Fragmented AI Adoption ......................................................24
Model Explained from a Bird's-eye View ............................................................28
A Story from the Trenches .....................................................................................32
Chapter 2......................................................................................................................35
The Seven Domains of AI Interoperability...........................................................35
Introduction .............................................................................................................35
The Importance of a Holistic Approach ...............................................................42
Conclusions .............................................................................................................45
A Story from the Trenches .....................................................................................46
Chapter 3......................................................................................................................51
Benefits of the AI Interoperability Model ............................................................ 51
Introduction............................................................................................................. 51
Providing Strategic Clarity and Direction ........................................................... 53
Enhancing Competitive Advantage and Market Leadership ........................... 55
Addressing Societal Challenges and Opportunities .......................................... 57
Conclusions ............................................................................................................. 58
A Story from the Trenches..................................................................................... 59
SEC T IO N II I
A p p ly i ng t h e A I I nt e ro p e ra b il it y M od e l
Chapter 4 ..................................................................................................................... 63
Business Topologies for AI-Driven Organizations ............................................. 63
Introduction............................................................................................................. 63
Three Types of Business Topologies for AI-Driven Organizations ................. 65
Team-Level AI Topologies .................................................................................... 70
Scaling AI Initiatives .............................................................................................. 71
Assessing Your Organization's AI Readiness ..................................................... 72
Using AI to Preserve Knowledge When Employees Leave .............................. 73
AI Topology and Organizational Culture ........................................................... 75
Fostering a Culture of AI Innovation ................................................................... 77
Ad-hoc AI Adoption: The Starting Point for Many Organizations .................. 78
The Role of Managers in the New AI Reality ..................................................... 80
AI Adoption Model: Choosing the Right AI for your Company ..................... 82
Implications for the 7 Interoperability Domains ................................................ 86
Building the Sustainable Organization of the Future ........................................ 88
Information-Centric AI: Connecting Data to Outcomes .................................... 90
Strategic & Human-Centric AI: Navigating the Org. Ecosystem ..................... 92
Conclusions ............................................................................................................. 94
A Story from the Trenches..................................................................................... 95
Chapter 5 ..................................................................................................................... 97
Strategies for AI Value Stream Mapping .............................................................. 97
Introduction............................................................................................................. 97
Value Mapping with the AI Interoperability Model ..........................................98
Distinguishing Value Stream Identification, Mapping, and Optimization ...101
How AI Can Enhance Value Stream Optimization and Value Proposition ..102
Strategic Foresight with the AI Interoperability Model ...................................104
The Importance of Collaboration and Ecosystem Thinking............................107
Conclusions ...........................................................................................................109
A Story from the Trenches ...................................................................................110
Chapter 6....................................................................................................................113
Running AI Interoperability Collective Sessions ..............................................113
Introduction ...........................................................................................................113
A Strategic Session with Executives and Leaders.............................................114
Understanding How Change Consultants Help Build a Better Company ...116
A Government Preparing the Country and Society for a Disruptive AI Year
.................................................................................................................................117
Financial Department Preparing for a Highly Volatile Period .......................119
Conclusions ...........................................................................................................121
Chapter 7....................................................................................................................123
Maintaining Flexibility During Accelerated Change ........................................123
Introduction ...........................................................................................................123
The Challenges and Opportunities of AI Interoperability ..............................125
Waves and Impact on Flexibility ........................................................................128
The Importance of Continuous Learning ..........................................................131
The Value of Experimentation and Iteration .....................................................133
The Need for Collaboration and Co-Creation ...................................................135
Conclusions ...........................................................................................................136
SEC T IO N IV
P r ep a ri n g f o r t h e F u tur e
Chapter 8....................................................................................................................143
Regulations for AI in a Changing World.............................................................143
Introduction........................................................................................................... 143
Data Quality and Bias .......................................................................................... 144
Regulating Copyright Materials and AI Consumption ................................... 145
Opportunities for Job Creation and Societal Benefits ...................................... 147
Collaborative Approaches to Regulation .......................................................... 149
Impact on Employment and Inequality ............................................................. 150
Considerations for the 7 Domains ...................................................................... 151
Balancing Innovation and Public Interest ......................................................... 153
The Role of Companies and Society ................................................................... 154
Conclusions ........................................................................................................... 154
A Story from the Trenches................................................................................... 155
Chapter 9 ................................................................................................................... 157

Society, Government, and a New Way of Doing Things.................................. 157
Introduction........................................................................................................... 157
A Challenge for Cohesion ................................................................................... 158
US, Europe, and China: leading Countries and AI Ethics and Regulations . 161
The Importance of International Collaboration in AI Governance ................ 163
Conclusions ........................................................................................................... 164
Chapter 10 ................................................................................................................. 165

Ensuring AI Benefits All of Society ..................................................................... 165
Introduction........................................................................................................... 165
Collaboration is Key ............................................................................................. 166
AI and Ecological Responsibility: Building a Sustainable Future .................. 167
Strategies for Building Ecological AI ................................................................. 169
The Role of Governments .................................................................................... 170
Tackling possible challenges and obstacles....................................................... 171
Measuring Success and ROI ................................................................................ 173
Sector-Specific Considerations............................................................................ 175
Conclusions ........................................................................................................... 178
Chapter 11 ................................................................................................................. 179

Ecological, Sustainable, and Harmonious in the Era of Disruption ............... 179
Introduction ...........................................................................................................179
The Need for a Paradigm Shift............................................................................181
Harmonious and Shared Progress ......................................................................183
Conclusions ...........................................................................................................185
SEC T IO N V
Co nn ect i ng w it h E n te rp r is e A g i l ity
Chapter 12..................................................................................................................191
Enterprise Agility and the AI Interoperability Model ......................................191
Introduction ...........................................................................................................191
The Link between the AI Interoperability Model and Enterprise Agility .....196
The Three Foundational Pillars of Enterprise Agility ......................................197
Five Levels of Agility............................................................................................199
The TriValue Company Model ...........................................................................201
Sustainability Zones in EA and the AI Interoperability Model ......................202
Framework Hypercustomization in Enterprise Agility ...................................206
Conclusions ...........................................................................................................208
Chapter 13..................................................................................................................209
The Science of Accelerated Change ......................................................................209
Introduction ...........................................................................................................209
Behavioral Science and the AI Interoperability Model ....................................211
Neuroscience of Change and the AI Interoperability Model ..........................213
Strategic Mobility and the AI Interoperability Model .....................................216
Conclusions ...........................................................................................................218
Chapter 14..................................................................................................................221
The TriValue Company Model .............................................................................221
Introduction ...........................................................................................................221
The Customer Value Proposition .......................................................................222
The Company Value Proposition .......................................................................223
The Workforce Wellbeing Value Proposition ................................................... 224
The Societal Foundations..................................................................................... 225
Conclusions ........................................................................................................... 227
Chapter 15 ................................................................................................................. 229

Innovation, Future Thinking, and the 7 Domains ............................................ 229
Introduction........................................................................................................... 229
Beyond Linear Projections: Embracing Strategic Innovation in Business ..... 232
The Shared Progress Stock Exchange and Shared Progress Bets ................... 238
Conclusions ........................................................................................................... 241
Last Words ................................................................................................................ 243

Getting a Copy of This Book for Your Company or Event .............................. 245
THE CONVERGENCE
Preface
We are on the brink of an era where artificial intelligence is set to transform

aspects of whatever we do. The impact of AI is vast, from reshaping
industries and tackling challenges to enhancing
user experiences and changing personal
behaviors. However, the current use of AI is
fragmented, hindering businesses from
harnessing the potential of this groundbreaking
technology.
To amplify the potential of AI, a new approach

rooted in interoperability, collaboration,
sustainability, and shared progress is essential.
This vision is the foundation of the AI
interoperability model. Beyond a framework,
this model fundamentally changes how we
perceive AI's role in our companies and society and its influence. It
acknowledges that AI's success centers on expertise, human sustainability,
and aligning systems with all parties' needs, values, and aspirations.
By adopting this framework, organizations can craft strategies to address

challenges and opportunities such as job displacement, healthcare
improvements, climate change, education enhancement, and economic
inclusivity. Throughout the following chapters, you will discover the
concepts, frameworks, and practical implementations of the AI
Interoperability Model and Enterprise Agility.
Preface | i
Whether you are a business leader, a tech expert, a policymaker, or
someone who cares about the future of our society and organizations, this
book offers insights and practical tools to guide you through the
complexities of the AI revolution. Together, we can harness the potential of
artificial intelligence to fuel prosperity, ultimately enhancing people's lives
everywhere.
I welcome you to join us on this journey to shape a future where AI benefits

humanity!
Erich R. Bühler
CEO, ENTERPRISE AGILITY UNIVERSITY
ii | Preface
SECTION I
INTRODUCTION
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POCKET EDITION
THE CONVERGENCE
First Steps
Basic Information
A Comprehensive Book for Navigating the New AI

Reality
We wanted you to be prepared for an exciting journey through the dynamic

world of the AI Interoperability Model. The book has been explicitly designed
for Leaders and Change Professionals like you to understand how to integrate
AI in your strategy! We also provide different tools from Enterprise Agility
to support your journey. That will help you internalize how to start using
the model to empower your organization.
With the strategies presented, you can also start to unleash the power of a
resilient and more sustainable business that can overcome disruption in
times of AI.
This book assumes that you have already read Enterprise Agility
Fundamentals. But don’t worry if you haven't! The frameworks and
models are explained at a high level, so you at least have a first
introduction.
Whenever you see this box, you can copy the text
and ask our AI what the answer is. You can also
add any of your questions too!
Basic Information | 3
Understanding the innovative approaches to deal with the new AI reality,
will help you determine what fits your needs and goals best and what can
complement your near reality. This book comes alive with the power of
Hanna Prodigy!
Over the past 2 years, we have been training the most powerful AI for
change leaders with our Enterprise Agility models, frameworks, scenarios
presented in these pages, and real-world situations from the last decade.
The result is an AI ready to support your learning journey. Meet your AI
Change Consultant, Hanna Prodigy.
Use Hanna for free! Ask Hanna any questions about applying these
concepts or navigating scenarios in your organization. We also built Hanna
using an Enterprise Agility concept called Shared Progress to ensure
sustainable and ethical AI solutions during accelerated change. Have a
question about the AI sustainability model or need advice for your situation?
Hanna Prodigy is here to reinforce your learning with clarification and the
next steps tailored to your needs. She is built for high-impact consulting.
Ask Hanna AI your questions or Visit the Enterprise Agility World

download additional documents Community to ask another human
EAU.University EnterpriseAgility.Community
We also provide additional materials at the Enterprise Agility World

Community to expand your understanding. Community ambassadors add
new resources weekly, including videos and events for interactive
4 | The Convergence
discussion. The support you need to master the AI Interoperability model or
Enterprise Agility is all there! We want to ensure you have a great space to
be seen, heard, empowered, and part of the group. Check the website
regularly, as they are hosting free trainings where you can learn more about
what it takes to cope with accelerating change and exponential markets.
Erich Bühler's book The Convergence is, to me, a

rarity, a rational book about both the impacts of AI
and the benefits that it can bring to your organization.
It starts with the premise that the next wave of the AI
revolution will be not technical, but business and
social, and provides an effective roadmap for
adapting your products, processes, and culture to best
take advantage of the profound changes coming with
the advent of artificial intelligence. Good book, and
should be on every decision-maker's
reading nightstand.
Kurt Cagle, Editor in Chief of the Cagle Report. AI

and Data Modeling
Your Friends During Your Journey
We are glad that you're not alone on the journey! Ten fascinating people
will accompany you with their challenges and perspectives on life. These
diverse personalities offer insider insights into diverse topics, making your
reading experience even more exciting and entertaining. As you read the
chapters, our friends will enlighten you with their questions and wisdom,
giving you a multi-faceted perspective. Their support help clarify essential
ideas or concepts and bring a human touch to your learning process. You
can gain a deeper understanding, apply these priceless lessons, and work
by following them on their journey.
Figure 1: Your friends during this incredible journey!
Our characters represent the diversity of backgrounds, experiences, and

ways of thinking and learning today. By asking questions and providing
ideas, we hope to inspire new thinking about how to deal with the highly
changing AI reality. Their diverse perspectives will encourage you to see
6 | The Convergence
the world through different eyes and expand your understanding of the
challenges and opportunities in the ever-evolving world.
Finally, we created a fictitious company, MALO, to illustrate key ideas

without using client names or brands. MALO means "bad" in Spanish. Not
because the company or leaders are bad but because they face challenges
where things start badly yet end well through progress.
Figure 2: Greater things are happening at MALO Company
MALO's journey represents every organization's challenges. Leaders

experience uncertainty, change, and setbacks. Though complex, these
situations often create opportunities. Teams find a way forward for shared
progress by coming together, innovating, and persevering. So, prepare for
an enlightening adventure with our lively people as they guide you
through the captivating world of the AI Interoperability Model!
Unlocking the Power of Strategic and Human-Centric
As you embark on this journey, we invite you to explore the transformative

potential of artificial intelligence (AI) and its impact on our organizations,
society, and future. To enhance your learning experience and help you
apply the concepts discussed in this book, we encourage you to engage
with Hanna Prodigy, your AI companion, available through our mobile
app. Hanna is a pocket-sized version of our flagship product, Hanna
Prodigy Enterprise Suite, designed to assist you in understanding and
implementing the ideas presented in this book.
With Hanna by your side, you can ask questions, seek clarification, and
explore the practical implications of the AI Interoperability Model and
Enterprise Agility for your organization.
But Hanna is more than just a tool for accessing information. As you will
learn in this book, there is a crucial difference between information-centric
AI like the one offered by companies (Microsoft Viva, etc.), and strategic
and human-centric AI. While information-centric AI focuses on connecting
data to outcomes, strategic and human-centric AI goes beyond that to connect
AI with the human ecosystem and align it with the corporate strategy.
Hanna Prodigy Enterprise Suite, the full-scale version of the AI you will
interact with through the mobile app, embodies this strategic and human-
centric approach. It is designed to help leaders navigate the organizational
ecosystem, understand the complex web of relationships, behaviors, and
values that drive performance, and make informed decisions that align
with their strategic objectives.
We also invite you to visit our AI company, Strategic Future

(https://StrategicFuture.ai), where you can dive deeper into the capabilities
and potential of Hanna Prodigy Enterprise Suite. You will find everything
you need to successfully leverage this powerful tool to drive innovation,
agility, and sustainable growth there.
8 | The Convergence
Sharing Resources for Enterprise Agility: An Open
Invitation
A core principle of Enterprise Agility is openness. Sharing images, stories,

and ideas spreads knowledge, fosters innovation, and creates connections
between professionals and beyond. That's why we invite you to share and
build on the ideas in this book.
All images in this book are licensed under Creative Commons Attribution-
ShareAlike 4.0 (CC BY-SA 4.0). This means you can share them anywhere
if you visibly credit them to this book and the author or authors of the
models, frameworks, or ideas. For example, suppose the image or concept
is from Enterprise Agility Fundamentals or The Convergence and Erich R.
Bühler. You should credit it as the source, even if you've adapted or
modified the drawing. You should always include the Enterprise Agility
University link (EAU.University). You can even modify them as long as you
distribute the adaptations under the ShareAlike license and provide the
names and links to the original authors. That means you're publishing your
work under CC BY-SA 4.0.
You are prohibited from using these concepts and materials in a

commercial product or educational program that limits the ability of others
to access, share, and build upon them freely. For example, you offer a free
framework or methodology but sell certifications or paid training for that
framework or idea. In any of these scenarios, you must obtain permission
from us first.
Extracting information from this book for use in machine learning tools or
platforms is forbidden. Doing so warrants restitution of not less than $1
million cumulative damages.
These concepts and materials cannot be patented, trademarked, or

otherwise restricted. We hope these resources will form the basis for videos,
graphics, backgrounds, methods, and more created by people like you. We
can spread open knowledge and advance new fields through this
multiplier effect.
You can contact Enterprise Agility University with any questions about using
these materials. If you've any other questions about the frameworks or
models in the book, Ambassadors from the Enterprise Agility World
Community (EnterpriseAgility.Community) will be happy to help you.
Our goal will only be achieved if the ideas and concepts of this book are
part of your stories with others, so it's disseminated to everyone around the
world. We can't wait to see what you create!
10 | The Convergence
Basics about the Model
Artificial Intelligence (AI) is rapidly altering how businesses operate,

transforming industries, and altering how companies deliver value to their
customers, employees, and society. As AI technologies advance, the ability
to effectively use them across areas has become crucial for success in the
era. Despite this, many organizations struggle with integrating AI due to a
lack of standardization and collaboration. Many companies are also
replacing workers with AI augmentation—with unpredictable
consequences. This hinders the scalability and effectiveness of AI solutions
and society. This fragmentation limits the scalability and impact of AI
solutions and poses significant challenges to governance, ethics,
accountability, and Shared Progress in developing and deploying AI
systems.
Shared Progress in Enterprise Agility represents a

comprehensive approach for mutual benefit and
sustainability based on common interests across
Customer, Company, and Workforce wellbeing. It's a
foundational concept in Enterprise Agility.
To address these challenges and unlock the transformative potential of AI,

we need a new paradigm for AI adoption and integration—one grounded
in the principles of interoperability, collaboration, a new way of value
creation, and Shared Progress for all stakeholders and society. This is
where the AI Interoperability Model comes in and is ready to help you!
©Erich R. Bühler and Enterprise Agility University
Figure 3: AI Interoperability model. ©Enterprise Agility University and Erich R. Bühler
The AI Interoperability Model is a comprehensive framework that enables

organizations to develop and deploy AI systems that create value for
customers, companies, and the workforce while ensuring sustainability
and alignment with societal needs and values (download a high definition
copy from https://eau.University or the Enterprise Agility World
Community website). It consists of seven key domains:
• People
• Organization
• Products
• Markets
• Regulations
• Technologies
• AI-to-AI interactions
By providing a structured approach for understanding and optimizing the
interactions and interdependencies between these intertwined domains,
the AI Interoperability Model helps organizations navigate the complexities
of AI adoption and integration and realize the full potential of AI
technologies in driving innovation, efficiency, and growth in a highly
accelerated world.
The AI Interoperability Model has been a game-

changer for me when working with clients. By
considering the seven domains, I can help
organizations develop more comprehensive and
sustainable strategies.
Ultimately, the AI interoperability model is a framework

to stimulate critical thinking and sustainable societal
development in a rapidly evolving technological
landscape with far-reaching implications. It allows Andrew
Agile Coach
individuals and societies to address new challenges
through innovative perspectives.
The AI Interoperability Model is more than just a framework—it is a new way

of thinking about the role and impact of AI in business and society and part
of the Enterprise Agility Way of Thinking (EAWT). It recognizes that the
success of AI adoption and integration depends not only on the technical
capabilities of AI systems but also on the ability of organizations to align
these systems with the needs, values, and aspirations of their stakeholders,
workforce, and others.
The Enterprise Agility Way of Thinking (EAWT)
represents a mindset oriented around shared
progress, mutual benefit, and partnership. It means
choosing to see challenges as possibilities and
embracing uncertainty as an opportunity to make
sustainable progress together rather than avoiding
risks alone. The EAWT is based on science and 12
principles for accelerated change.
But none of this will become a reality without a different value creation and
financial model. Meet the TriValue Company Model (TVC), a
comprehensive economic and value-creation approach to Enterprise
Agility that ensures sustainability and progress in disruptive times. Let's
look at this approach using the TriValue Matrix (TVM), a crucial tool for
leaders willing to better deal with the new, accelerated reality.

Figure 4: TriValue Company Matrix (TVM). © Enterprise Agility University and Erich R.
Bühler, in collaboration with Walter Shraiber
This value creation approach is a fundamental shift in mindset and
approach that requires you to go beyond the narrow focus on short-term
profits and efficiency improvements or the customer-centric approach
usually seen in Classic Agility (left-hand side, Figure 4) and moves
organizations towards a more holistic and sustainable view of value
creation that focuses on a different way of creating value and Shared
Progress (right-hand side, Figure 4) for all. TVC includes customers,
companies, workers, and society as a whole.
In Enterprise Agility, we refer to Agile from the Agile

Manifesto from 2001 as Classic Agility.
Companies in the left quadrant (Revenue focus or Agile organizations) often

use intelligent automation (IA) to cut costs and reduce their workforce. In
contrast, companies in the right quadrant use IA to create stability for their
organization, employees, and society as a whole.
To support this shift, the AI Interoperability Model is grounded in the

principles and practices of Enterprise Agility—a sustainable ecosystem for
organizational adaptability and resilience in the face of accelerated change
and exponential markets. Enterprise Agility models and frameworks have
been Open Source since October 15, 2023.
All Enterprise Agility models and the science behind them provide the
necessary sustainable mindsets, capabilities, and tools for organizations to
sense, adapt, and respond to the challenges and opportunities presented by
AI and other disruptive technologies while prioritizing the wellbeing and
empowerment of their employees, customers, and stakeholders.
By combining the AI Interoperability Model with the principles and practices
of Enterprise Agility for accelerated change, organizations and change
leaders can create a powerful framework for driving sustainable and
responsible AI adoption and integration and realizing the full potential of
AI technologies in creating value for business and society.
This book will explore the AI Interoperability Model and Enterprise Agility's
key concepts, frameworks, and practices. We will also provide practical
advice for organizations looking to embark on their own AI adoption and
integration journey. Remember that you will find an explanation of each
framework or model covered in this book on the Enterprise Agility World
Community website: https://EnterpriseAgility.Community
In this book, we will begin by exploring the current state of AI adoption

and the challenges and opportunities it presents for businesses and society.
We will then introduce the AI Interoperability Model and its seven key
domains. We will also explore how organizations can leverage this
framework to optimize AI initiatives and create value for their
stakeholders.
We will also learn Enterprise Agility's principles and practices and examine
how organizations can cultivate the necessary mindsets, capabilities, and
tools to thrive in accelerated change and exponential markets.
AI interoperability is the capacity of different

systems, technologies, data and actors to work
seamlessly with AI towards common goals to create
Shared progress and a better and sustainable society.
Exploring the different areas of Enterprise Agility and how they can
strengthen people and organizations will also provide new practical
guidance for organizations that embed these principles and practices into
their culture and operations.
We will dig into how important leadership is in using AI and incorporating

it into various aspects of its strategy. By doing this, you will understand the
skills and behaviors that leaders must develop to successfully handle the
ups and downs of AI and other innovative technologies.
We will finally look ahead to the future of AI and regulations and its impact
on business and society and explore how organizations can leverage the AI
Interoperability Model and Enterprise Agility to create a more sustainable,
resilient, and value-creating future for all.
Enterprise Agility is a holistic organizational,

social, and business model that enables your
company to adapt to accelerated change and
exponential market conditions while prioritizing
workforce wellbeing, customer needs, and overall
company value.
Whether you are a business leader, technology professional, or simply

someone interested in the transformative potential of AI, this book will
provide you with the insights, frameworks, and tools you need to navigate
the complexities of AI adoption and realize the full potential of AI
technologies in driving innovation, growth, and Shared progress.
Let us embark on this journey together and explore how the AI

Interoperability Model and Enterprise Agility can help us create a brighter,
more sustainable future for business and society in the age of AI.
SECTION II
THE NEED AND VISION
FOR INTEROPERABILITY IN AI
AI IS NOT THE ENEMY OF HUMANITY, BUT RATHER A
MIRROR REFLECTING OUR OWN BRILLIANCE AND
FLAWS

THE CONVERGENCE
Chapter 1
The Transformative
Potential of AI
Sailing New Waters
Artificial Intelligence (AI) rapidly transforms industries and society,

steering in a new era of innovation and value creation.

Figure 1.1: Increase in the capability of AI technologies. Source: Kiela et al (2021)
Rethinking Benchmarking in NLP. Graphic from Enterprise Agility Fundamentals.
The Transformative Potential of AI | 21

From healthcare and finance to manufacturing and transportation, AI is
leveraged to enhance efficiency, personalization, decision-making, and
automation across various applications.
AI has been both an opportunity and a challenge for my

strategy. On one hand, it has provided incredible insights
and efficiency, but on the other, it has disrupted our
traditional ways of working. My suggestion is that you
use the AI Interoperability Model as a guide to steer your
organization through the new reality presented by AI,
while keeping the human element at the center of your
decision-making.
Laura
The potential benefits of AI are immense. In healthcare, AI- Leader
powered diagnostics and personalized treatment plans
improve patient outcomes and reduce costs. AI algorithms enhance fraud
detection, risk assessment, and investment strategies in finance.
Manufacturing is being revolutionized by AI-driven predictive
maintenance, supply chain optimization, and quality control. In
transportation, autonomous vehicles and intelligent traffic management
systems are poised to make our roads safer and more efficient.
Worldwide investment in intelligence is increasing rapidly, and AI is

predicted to add as much as $15.7 trillion to the global economy by 2030.
With the advancement of AI technologies, the potential for creating value
across various industries is expected to grow even further.
Despite the immense potential of AI, the current landscape of AI adoption

is fragmented and siloed. Many organizations and governments are
implementing AI solutions piece by piece, focusing on narrow, domain-
specific applications. This fragmented approach to AI adoption creates
several challenges:
1. Lack of Interoperability: With different teams and
organizations developing AI solutions independently, there is
often a lack of interoperability between these systems. This can
lead to duplication of efforts, inefficiencies, and missed
opportunities for collaboration and synergy. This limits Shared
Progress in the society.
2. Limited Scalability: Siloed AI solutions are often difficult to

scale beyond their initial use cases. Without a cohesive
framework for integration and interoperability, organizations
struggle to leverage AI across their operations and realize its
full potential.
3. Governance and Ethical Concerns: Fragmented AI adoption

can pose challenges to governance and ethical oversight. With
different teams and organizations operating in isolation, it
becomes challenging to ensure consistent standards for data
privacy, security, fairness, and transparency across AI systems.
This also slows down the necessary creation of regulations
worldwide.
4. Missed Opportunities for Collective Learning: When AI

systems are developed in silos, there are limited opportunities
for collective learning and knowledge sharing. This can slow
down the pace of innovation and prevent organizations from
leveraging best practices and lessons learned from other
domains.

The Challenges of Fragmented AI Adoption
To address these challenges and unlock the full potential of AI, we need a
new approach to AI adoption—one grounded in interoperability,
collaboration, and shared value creation principles (Shared Progress).
However, it also requires a new set of regulations to ensure the common
good and shared progress for all. This is where the vision for AI
interoperability comes in!
AI interoperability is the ability of different AI systems, data, and

stakeholders to collaborate seamlessly towards common goals to build
Shared Progress.
Shared Progress in Enterprise Agility represents a

comprehensive approach for mutual benefit and
sustainability based on common interests across
Customer, Company, and Workforce wellbeing. Shared
progress is a crucial part of the Enterprise Agility Way
of Thinking (EAWT). It's a crucial part of Enterprise
Agility.
It involves establishing standards, protocols, and frameworks that enable

AI systems to communicate, share data, and coordinate their actions
sustainably, securely, efficiently, and ethically.
The vision for AI interoperability is about technical integration and

aligning AI development with broader societal values and priorities. It
involves ensuring that AI systems are designed and deployed to benefit all
stakeholders—including customers, workforce, organizations, and society
as a whole.
Some of the fundamental principles and goals of AI interoperability
include:
1. Cross-domain Collaboration: AI interoperability should

enable alliances and knowledge sharing across domains and
industries. By breaking down silos and enabling cross-
pollination of ideas, we can accelerate innovation and create
new opportunities for value creation.
2. Shared Standards and Protocols: To enable seamless

integration and communication between AI systems, we need
shared standards and protocols for data exchange, model
development, and system architecture. These standards
should be open, transparent, and inclusive, enabling
participation from various stakeholders.
3. Ethical and Responsible AI: AI interoperability should be

grounded in ethical and responsible AI development
principles. This involves ensuring that AI systems are designed
and deployed in a way that is fair, transparent, accountable,
and aligned with human values in perpetuity.
4. Continuous Learning and Improvement: AI interoperability

should enable constant learning and improvement across AI
systems. By sharing data, insights, and best practices, we can
create a virtuous innovation cycle and value creation.
5. Planetary-Centered Design: AI interoperability should be

designed with the needs and priorities to build sustainable
products that empower society. This involves ensuring that AI
systems can build Shared Progress for all the parties even if
they are not exposed to AI.

To realize the vision of AI interoperability, we need a comprehensive
framework to guide the development and deployment of AI systems across
different domains and industries. We also need the model to be able to
evolve actively over time. To support this comprehensive vision, the EA AI
Interoperability Model defines seven responsible critical domains: People,
Organization, Products, Markets, Regulations, Technologies, and AI-to-AI
interactions. Each of these domains represents a critical area where society
needs to find answers and AI systems interact and collaborate to create
Shared Progress perpetually.
The model recognizes that AI interoperability is not just a one-way street,

but a bi-directional process. Just as AI systems can learn from and adapt
to human behavior, humans can also learn from and be empowered by AI
insights. Similarly, just as organizations can leverage AI to enhance their
products and services, markets can also shape the development and
deployment of AI systems through demand and competition.
I always think of AI bidirectional approach like a

dance! AI and these domains are constantly
moving, adapting and reacting to each other as AI
evolves. This changes the way we approach the
domains, but at the same time, advances or shifts
in these domains also influence the direction and
pace of AI development.
Andrew
The AI Interoperability Model enables organizations to Agile Coach
develop and deploy AI systems more principled,
value-driven, and collaboratively by providing a comprehensive
framework for AI interoperability across these seven domains. It provides
a roadmap for breaking down silos, enabling cross-domain collaboration,
and ensuring that AI development is aligned with broader societal values
and priorities. It sets out crucial areas for governments to focus on in the
coming months and years.
In the following sections, we will explore each of the seven domains of the
AI Interoperability Model in more detail, highlighting the key challenges and
opportunities for AI interoperability within each domain. We will also
discuss how the model can be applied to guide the development and
deployment of AI systems across different industries and use cases.
Can you tell me what Shared Progress is in

Enterprise Agility?
The AI interoperability model aims to help individuals realize their full

potential so that AI benefits everyone involved—customers, workforce,
companies, and society as a whole. By embracing the principles of
interoperability, collaboration, and value creation, we can create a future
where AI systems work together seamlessly to solve complex problems,
drive innovation, and improve the human condition.

Model Explained from a Bird's-eye View
The AI Interoperability Model illustrates the complex interactions between

various domains and AI, and how these interactions contribute to
developing companies that are always ready, responsive, and innovative
for what is coming next. The model represents the Univalue companies
(focus on revenue or customer value) on the left side and TriValue companies
(customer value, company value, and workforce wellbeing value), which embody
Shared Progress, on the right side. This means a necessary transition for
organizations if they want to survive.

Figure 1.2: AI Interoperability model. ©Enterprise Agility University and Erich R. Bühler
The journey from an organization unprepared for acceleration in markets

and AI (left-hand side) to becoming a company ready for disruption (right-
hand side) requires enterprises to adopt exponential technologies and a new
way of thinking beyond Classic Agility and Business Agility. Enterprise
Agility proposes new theories, practices, and foundations for the new
reality. This left-to-right transformation is crucial for companies to navigate
the rapidly evolving business landscape and create value for all
stakeholders, including customers, employees, and society as a whole.
There are seven domains in the model's center, shown as horizontal bards
(People, Organization, Products, Markets, Regulations, technology, and AI-to-
AI). Each area also indicates which of the 4 aspects of Enterprise Agility are
initially impacted (individuals, change, strategy, and leadership).
Figure 1.3: AI Interoperability model. ©Enterprise Agility University and Erich R. Bühler
However, it should not be forgotten that this is a simplification, as the four

aspects are interconnected. Nevertheless, an initial focus allows for an
orderly path of ideas in a world of constant change.
There are 4 aspects in Enterprise Agility. Each Aspect

represents a distinct perspective on what is needed
for organizational progress. By integrating the
perspectives of Individuals, Change, Strategy, and
Leadership, Enterprise Agility provides a holistic view
to deal with accelerated change and exponential
markets.
Remember that each of the 7 domains represents a bidirectional

relationship between the respective area and AI, indicating that AI
influences these domains. In turn, these domains shape the development
and deployment of AI. The 7 domains, in conjunction with the four
Enterprise Agility aspects, form the foundation of the AI Interoperability

Model. As we mentioned earlier, each domain stretches across different
aspects, indicating its main focus and influence:
1. People <-> AI: This domain stretches from Individuals to Change,

indicating that its main focus is empowering individuals and
enabling them to thrive in an environment of accelerated change.
2. Organization <-> AI: This domain stretches across all four aspects,
highlighting the need for organizations to transform across all
aspects—from empowering individuals to driving strategic change
and leadership—to leverage AI's potential fully.
3. Products <-> AI: This domain stretches from Strategy to Leadership,

emphasizing the importance of developing AI-driven products
and services that align with the organization's strategy and are
championed by leadership.
4. Markets <-> AI: This domain stretches from Change to Strategy and
Leadership, indicating that AI-driven market changes require
organizations to adapt their strategies and leadership approaches
to remain competitive.
5. Regulations <-> AI: This domain covers Strategy and Leadership,

underscoring the need for regulations to keep pace with the rapid
advancements in AI and ensure that the technology is developed
and deployed in an ethical, responsible, and inclusive manner.
6. Technologies <-> AI: This domain stretches across all four aspects,
highlighting the importance of leveraging exponential
technologies to drive AI-enabled transformation across the
organization.
7. AI <-> AI: This domain also stretches across all four aspects,
emphasizing the need for organizations to develop robust AI
governance frameworks, ensure interoperability between AI
systems, and foster collaborative AI ecosystems.
The AI Interoperability Model also highlights the impact of these interactions

on society as a whole.
For leaders, change leaders, and consultants, the AI Interoperability Model is

a powerful tool for navigating the complexities of AI-driven transformation
and creating value for all stakeholders. By understanding the interactions
between the seven domains, the four Enterprise Agility aspects, and the
transition from left to right in the model, leaders can develop a
comprehensive approach to AI adoption and implementation that
empowers the workforce and society.
As you can see, change professionals can help navigate the complexities of
AI-driven transformation and continuous adaptation, create value for all
stakeholders, and contribute to developing a more inclusive, sustainable,
and prosperous society. The model is a powerful tool for understanding the
interactions between AI and various domains, building conversations, and
developing a comprehensive approach to AI adoption and implementation
that drives long-term success.

A Story from the Trenches
For Mike, a highly respected manager at MALO Company, it was just

another day at the office. As he made himself comfortable in his chair, he
reflected on the rapid changes in the business world. Talk of artificial
intelligence (AI) seemed to increase with each passing day, and Mike
realized that MALO couldn't afford to overlook its potential.
Figure 1.4: Mike and Daniel excited about the potential of AI
Intrigued by how to use it responsibly in the company, Mike decided to

talk with Daniel, a software developer known for his insightful questions
and perspectives. "Hi Daniel, I've been talking a lot about AI lately and how
to integrate it in MALO Company. What's your opinion on it? Is it really as
groundbreaking as everyone says it is? I use CHATGPT at home, but I also
have privacy concerns about using AI in our company. That is a different
story than using AI at home…"
Daniel's eyes lit up with excitement. "Absolutely, Mike! AI promises to

change how we work and deliver value to our customers and how we do
the work. It's not just about automating tasks, but also about using data and
algorithms to make informed decisions and open up new opportunities."
Intrigued by this discussion, Mike went further. "Could you give an example
of how AI could impact our business?"
"Well," Daniel replied thoughtfully, "imagine this. We could use AI to

analyze customer data and sense their needs even before competitors
recognize these new demands, accelerate change adoption with clever
suggestions, or even analyze our current strategy and provide suggestions
based on the company's history and capabilities. Based on these insights,
we could make personalized suggestions, optimize our supply chain,
develop new products and services, or change whatever we are doing."
Mike was really impressed. He had always understood the value of data,
but he hadn't quite grasped its potential in conjunction with AI. "That's
really interesting, Daniel. But what about the obstacles? I've heard people
worry about job displacement and the need for new skills."
Daniel agreed with a nod. "You're right about that, Mike. The use of AI
requires us to rethink our strategies. But it's not just about replacing people
with machines, it's also about improving our skills and freeing up time for
more valuable tasks. We need to focus on training and retraining our
people to work with AI systems." But one of the most important areas I'm
trying to focus on now is how our data is protected, and we don't just get
generic answers as CHATGPT or GEMINI might offer, but using a tailored
AI that understands our company and data. I'm now experimenting with a
platform called Hanna Prodigy, but I have to tell you more soon as I'm just
starting with it.
Mike recognized that AI isn't just about the technology; it's also about the
people, strategy, the company, products, data, ethics, and more! "Thanks
for sharing your insights with me, Daniel. It's clear that we need to think
strategically about how we can use AI to create value for all of us, our
customers, and our stakeholders. But we also need to ensure that we
involve our people in this process and equip them for the future." When
Mike finished the conversation, he felt empowered and motivated. He was

aware that introducing AI into his everyday tasks brings challenges, but he
also recognized the great benefits it could bring. With the right attitude,
skills and technology, MALO couldn't only survive and thrive in the age of
AI. The road ahead may be tough, but Mike was ready to lead the effort
and unleash the revolutionary capabilities of this advanced technology.
THE CONVERGENCE
Chapter 2
The Seven Domains of AI
Interoperability
Introduction
As the previous chapter shows, the AI Interoperability Model identifies seven

critical domains where AI systems need to interact and collaborate to create
shared value. Let's explore these domains in more detail.
Figure 2.1: AI Interoperability Model
The Seven Domains of AI Interoperability | 35

PEOPLE
At the heart of AI interoperability are those who design, develop, deploy,

and use AI systems for their work or to magnify their skills. This domain
focuses on the interactions between humans and AI, and how AI can
empower and augment human capabilities. One key aspect of this domain
is the need for AI systems to be transparent, explainable, and accountable
to the people they serve. This involves ensuring that AI systems are
designed with human values and priorities and that non-technical
stakeholders can easily understand and use them. Another important
consideration is the need for AI systems to adapt to and learn from human
behavior by detecting their biases. This means developing AI systems that
can sense and understand biases and respond to human emotions,
preferences, and contexts and that can continuously improve based on
feedback and user interaction. An essential area of this domain is to ensure
that it can minimize stress on people when situations radically change.
ORGANIZATION
Organizations are one of the primary adopters and beneficiaries of AI

systems and play a critical role in shaping the development and
deployment of AI to build better and more sustainable societies. This
domain focuses on how companies can leverage AI to sustainably enhance
their operations, products, and services while ensuring that AI is developed
and used ethically and responsibly. One key challenge in this domain is the
need for organizations to develop clear governance frameworks and
policies for AI development and use. This means establishing standards
and guidelines for data privacy, security, fairness, and transparency and
ensuring that AI systems are aligned with organizational values and goals
and are not just used to replace employees to satisfy shareholders.
Companies should also be aware of the information that AI consumes to
improve everything done. The open information and the internet are huge,
but many potential downsides exist. Another important consideration is
the need for organizations to foster a culture of innovation and
experimentation around AI. This involves creating an environment where

employees are encouraged to explore new ideas and approaches and where
failure is seen as an opportunity for learning and growth.
PRODUCTS
Products are the tangible outputs of AI systems and are the primary way
AI creates value for customers or other stakeholders. This domain focuses
on integrating AI into products and services to enhance functionality,
usability, and value. One key challenge in this domain is the need for AI-
powered products to be designed with stakeholders' needs and preferences
in mind. This means developing intuitive, responsive, and dynamically
adaptable products to different user contexts and requirements. Another
important consideration is the need for AI-powered products to improve
and update continuously based on user feedback and data. This involves
establishing feedback loops and data pipelines that allow products to learn
and evolve over time, enabling organizations to quickly respond to
changing user needs and market conditions with low stress on their
structures and people.
MARKETS
Markets or accelerated markets are the broader economic and social

contexts in which AI systems are developed and deployed. This domain
focuses on how AI shapes and is shaped by market forces, including
competition, demand, regulation, and acceleration. One key challenge in
this domain is the need for markets to be transparent and fair in the
development and deployment of AI. This implies ensuring that AI systems
are not used to perpetuate biases or discrimination and that the benefits of
AI are distributed equitably across different stakeholders and
communities. Another important consideration is the need for markets to
foster innovation and competition around AI. This also means creating an
environment where new entrants and ideas can flourish and established
players are incentivized to continuously improve and adapt to changing
market conditions.
REGULATIONS
Regulations are the legal and policy frameworks that govern the
development and use of AI systems. This domain focuses on how
regulations can be designed to promote innovation and shared value
creation while protecting the rights and interests of individuals and society
as a whole. One key challenge in this domain is the need for regulations to
be adaptive and responsive to the rapidly evolving nature of AI. This
indicates developing regulatory frameworks that are flexible enough to
accommodate new technologies and use cases while also providing clear
guidelines and standards for ethical and responsible AI development.
Another important consideration is the need for regulations to be
developed in collaboration with various stakeholders, including industry,
academia, civil society, and government. This implies creating public
participation and input mechanisms and ensuring that diverse perspectives
and expertise inform regulations. Another critical challenge is ensuring that
AI's information is high quality, not just information produced and
published by organizations interested in shaping an alternative reality.
TECHNOLOGIES
Technologies are the underlying tools, platforms, and infrastructures that

enable the development and deployment of any system or product. This
domain focuses on how different technologies can be integrated and
leveraged to create value through AI. One key challenge in this domain is
the need for technologies to be interoperable and scalable across different
domains and use cases. This involves developing common standards and
protocols for data exchange, model development, and system architecture
and ensuring that different technologies can work together seamlessly to
support AI development and deployment. Another important
consideration is the need for technologies to be secure, reliable, and
resilient in the face of evolving threats and challenges. This implies
developing robust security frameworks and practices and ensuring AI
systems can operate effectively despite disruptions or attacks.

AI-TO-AI
Finally, the domain of AI-to-AI focuses on how different AI systems can

communicate, collaborate, and coordinate with each other to achieve
common goals and objectives and advance our society. This involves
developing frameworks and protocols for AI-to-AI communication and
ensuring that different AI systems can work together seamlessly to solve
complex problems and create value. One key challenge in this domain is
the need for AI systems to be able to negotiate and resolve conflicts
transparently and fairly. This involves developing mechanisms for AI
systems to share information, resources, and decision-making power and
ensuring that AI-to-AI interactions' outcomes align with broader societal
values and priorities. Another consideration is the need for AI-to-AI
interactions to be scalable and adaptable to different contexts and
requirements. This implies developing frameworks and architectures that
can support the integration and coordination of large numbers of AI
systems and evolve and adapt over time as new technologies that are
sustainable for the planet.
In the realm of AI convergence, imagine a sports
coach leading a team of coaches to unprecedented
success. This powerful collaboration between
coaching and AI sets the stage for a transformative
journey. AI acts as the ultimate team of coaches,
liberating us from biases and narrow viewpoints,
expanding our minds to boundless possibilities.
Together, as a united team, we forge ahead, achieving
shared progress, defying assumptions, making
informed decisions, and creating sustainability for all.
This dynamic synergy propels our personal and
professional growth, creating a world where diverse
perspectives are celebrated, and collaboration thrives.
While there may still be no "I" in team, there is now a
place for AI to supercharge your team's performance.
Embrace the power of AI and unlock the potential for
transformative success within your organization.
Greg Pitcher—Badass, EA World Community

Regional Director, Consultant and EA Trainer

The Importance of a Holistic Approach
While each of these seven domains represents a critical area for AI

interoperability, it is essential to recognize that they are not independent or
isolated from each other. Instead, they are vastly interconnected and
interdependent and must be addressed holistically and integrated to realize
AI's full potential.
For example, the development of AI-powered products and services

(Products domain) is closely tied to how individuals can learn in an
accelerated market (People domain) the business models and strategies of
companies (Organizations domain), the competitive dynamics of exponential
or accelerated markets (Markets domain), the legal and regulatory
frameworks that govern AI development and use (Regulations domain), the
underlying technologies and infrastructures that enable AI (Technologies
domain), and the interactions and collaborations between different AI
systems (AI-to-AI Interactions domain).
Countries must adopt a holistic and multidisciplinary approach to AI

interoperability to navigate this complex web of interconnections and
dependencies. This involves bringing together experts and stakeholders
from different domains and disciplines and developing integrated
frameworks and strategies to address AI's challenges and opportunities
across all seven domains.
Neglecting this issue could create a deep global divide and widen the gap
as the wealthy accumulate more and more wealth while the impoverished
fall deeper and deeper into despair.
By taking a holistic and integrated approach to AI interoperability, the

whole world can unlock the full potential of AI to drive innovation, value
creation, and positive social impact. They can develop AI systems that are
more transparent, accountable, and aligned with human values and
priorities and can work together seamlessly to solve complex problems and
create value for all stakeholders.
The New Reality for Change Consultants and AI
The rise of AI is transforming every aspect of business, and organizational

change is no exception. As AI becomes more integrated into the fabric of
companies, change consultants must adapt their approaches to keep pace
with this new reality. One of the key developments in this space is the
concept of hypercustomization, which has emerged as a crucial part of
Enterprise Agility and AI magnification (check more about
hypercustomization in chapter 12).
Hyper-customization is a breakthrough approach that leverages AI to

tailor organizational frameworks and models to the specific needs and
culture of each company. Rather than taking a one-size-fits-all approach,
hyper-customization recognizes that every company is unique and requires
a customized solution to achieve optimal results.
Can you hypercustomize the Scrum framework

for a company exposed to accelerated change?
Tell me which practices to change in Scrum?
This is where the AI Interoperability Model comes also into play. By

considering the seven domains of AI interoperability—People,
Organizations, Products, Markets, Regulations, Technologies, and AI-to-AI
interactions—change consultants can gain a holistic understanding of how
AI is impacting every aspect of the organization. This understanding is
essential for developing hypercustomized solutions that address the
specific challenges and opportunities presented by AI.
For example, in the People domain, AI is changing the way employees work
and interact with technology and the new reality. Change consultants must
consider how to help employees adapt to these changes and develop the
skills needed to thrive in an AI-driven workplace. In the Organizations
domain, AI is transforming business models and processes, requiring

change consultants to rethink traditional approaches to organizational
design and change management.
By leveraging the insights provided by the AI Interoperability Model, change

consultants can develop hypercustomized frameworks that are tailored to
the unique needs of each organization. This approach ensures that the
change initiatives are aligned with the company's culture, values, and
goals, increasing the likelihood of success and sustainability.
In today's rapidly evolving business landscape, organizations require

frameworks that are adaptable and responsive to changing needs.
Hypercustomization, powered by AI and guided by the AI Interoperability
Model, provides a powerful solution for change consultants looking to
deliver value in this new reality.
Hanna Prodigy, for example, can draw upon a vast repository of

knowledge and best practices from various industries and domains to
introduce innovative solutions that may not have been considered
otherwise.
Check more about HyperCustomization in the Enterprise Agility World

Community website.
Conclusions
The AI Interoperability Model provides a comprehensive framework for

understanding and addressing the challenges and opportunities of AI
interoperability across seven critical domains: People, Organizations,
Products, Markets, Regulations, Technologies, and AI-to-AI Interactions.
By taking a holistic and integrated approach to AI interoperability,

organizations can develop AI systems that are more transparent,
accountable, and aligned with human values and priorities and work
together seamlessly to drive innovation and value creation.
As AI continues to evolve and transform every aspect of our lives and work,
the importance of AI interoperability will only continue to grow. By
embracing the principles and practices of the Enterprise AI Interoperability
Model, organizations can position themselves at the forefront of this
transformative technology and help shape a future where AI works for the
benefit of all.

It was just another day at the office when Andrew, the Agile Coach at
MALO company, found himself in a meeting with Laura, the company's
CEO. The topic of discussion was how MALO could leverage AI to enhance
their products and services. Laura expressed her enthusiasm for the
potential of AI but also voiced her concerns about managing the various
aspects of AI implementation.
Figure 2.2: Andrew at Malo Company sharing ideas about the AI Interoperability model
Andrew, having recently learned about the AI Interoperability Model, saw

this as an opportunity to share his knowledge. He explained to Laura that
the model consists of seven domains that work together to create a holistic
approach to AI adoption.
"You see," Andrew began, "the AI Interoperability Model helps us consider how
AI impacts and interacts with different aspects of our business. For example, in the
people domain, we need to think about how AI can support our employees' skills
and capabilities while ensuring that we use AI ethically and responsibly."
Laura leaned in, intrigued by the concept. Andrew continued, "In the
organization domain, we should consider how AI can help us streamline our
processes and make better decisions while aligning with our company's values and
goals. And when it comes to the products domain, AI can help us create more
personalized and efficient offerings for our customers."
Andrew then touched upon the market domain, explaining how AI might
disrupt their industry and create new opportunities or challenges. He also
emphasized the importance of the regulations domain, as MALO needs to
stay compliant with AI-related laws and guidelines.
"And let's not forget about the technology domain," Andrew added. "We must
ensure that our AI systems are secure, scalable, and compatible with our existing
infrastructure. Finally, there's the AI-to-AI interactions domain, which focuses on
how different AI systems can communicate and collaborate."
Laura nodded, absorbing the information. She appreciated how Andrew

broke down the complex topic of AI adoption into manageable pieces. "This
AI Interoperability Model seems like a valuable framework for us to consider as we
explore AI implementation," she said. "It's clear that adopting AI isn't just about
the technology itself but also about understanding its impact on various aspects of
our business and society."
Andrew agreed, "Exactly! By considering each domain and their interactions, we

can develop a comprehensive strategy for AI adoption that creates value for our
stakeholders and ensures long-term success."
Laura left the meeting and sat at her desk, staring at the AI Interoperability
Model that Andrew had presented to her. She knew that integrating this
model into MALO's current strategy would be challenging, but she was
determined to make it work.
She began by reviewing the company's existing strategic plan, looking for
areas where AI could be incorporated. However, as she delved deeper into
the seven domains of the AI Interoperability Model, she realized that the
company's current strategy didn't fully address all of them.

Laura struggled to find ways to seamlessly integrate the model into their
plans. She knew that they needed to consider the ethical implications of AI
in the people domain, but how could they ensure that their employees were
prepared for the changes AI would bring? In the organization domain, she
wondered how they could align their AI initiatives with the company's
values and goals.
As she grappled with these questions, Laura had a moment of clarity. She
realized that the AI Interoperability Model wasn't just a tool to be integrated
into their existing strategy; it was a framework that could help them
reshape their entire approach to AI adoption.
Instead of trying to force the model into their current plans, Laura decided
to use it as a guide to create a new, comprehensive AI strategy. She would
work with Andrew and the rest of the leadership team to assess each
domain and develop a plan that addressed the unique challenges and
opportunities presented by AI.
Laura also recognized the importance of involving employees from across

the organization in this process. By engaging with people from different
departments and levels, they could ensure that the AI strategy was
inclusive and addressed the needs and concerns of all stakeholders.
With this new perspective, Laura felt energized and ready to tackle the
challenge of AI adoption. She knew that it would be a long and complex
process, but by using the AI Interoperability Model as a guide and
involving the entire organization, she was confident that MALO could
successfully navigate the AI landscape and emerge as a leader in their
industry.
Laura picked up the phone and called Andrew. "Andrew, I've been thinking
about the AI Interoperability Model, and I think we need to approach this
differently. Can you set up a meeting with the leadership team? We have some
important work to do."
IN THE DANCE OF AI AND SOCIETY, WE MUST
ENSURE THAT TECHNOLOGY FOLLOWS
THE RHYTHM OF HUMAN VALUES

POCKET EDITION

THE CONVERGENCE
Chapter 3
Benefits of the
AI Interoperability Model
Introduction
In the previous chapters, we have seen that the framework provides a

comprehensive approach to developing and deploying AI systems that
create value for customers, companies, and the workforce, while ensuring
that these systems are aligned with the needs and values of society and the
planet. By adopting this approach, organizations and governments can
unlock many benefits and applications that can transform their operations,
products, and services and drive innovation and growth in the digital
economy.
One of the key benefits of the AI Interoperability Model is that it can enhance
cooperation, coordination and trust between different AI systems and
stakeholders. By establishing common standards, protocols, and interfaces
for data sharing, model development, and system integration, the model
enables different AI systems to communicate and collaborate seamlessly
and securely.
Benefits of the AI Interoperability Model | 51

This enhanced coordination and trust can lead to many benefits, such as
improved efficiency, reduced costs, and increased knowledge generation
and innovation. For example, by enabling different AI systems to share data
and insights, organizations can avoid duplication of efforts, reduce data
silos, and accelerate the development of new services. Similarly, by
establishing clear rules and guidelines for data privacy, security, and
governance, organizations can build trust with their customers, partners,
and regulators and ensure that their AI systems comply with legal and
ethical standards.
Providing Strategic Clarity and Direction
A vital benefit of the AI Interoperability Model is that it provides strategic

clarity and direction for organizations looking to adopt and scale AI across
their operations. By defining clear roles and responsibilities for different
stakeholders, such as data scientists, business leaders, and IT professionals,
the model helps organizations align their AI initiatives with their overall
business strategy and goals.
It is crucial to have a common language during

times of accelerated change and the AI
revolution. When individuals and
organizations are faced with rapid
technological advancements, it's essential to
have a shared understanding and vocabulary
to navigate the complexities and uncertainties
effectively.
Paula
Additionally, by providing a common language and Psychologist
framework for discussing and evaluating AI
initiatives, the model enables organizations to prioritize and invest in the
most promising and impactful AI use cases while also ensuring that these
initiatives are aligned with the needs and values of their customers,
workforce, and society as a whole.
The AI Interoperability Model helps enable continuous learning and

improvement across different AI systems and applications. By establishing
feedback loops and mechanisms for monitoring and evaluating the
performance and impact of AI systems, organizations can identify areas for
improvement and optimization and continuously refine and update their
AI models and algorithms.
This continuous learning and improvement can lead to many benefits, such
as increased accuracy, efficiency, and effectiveness of AI systems and

improved customer satisfaction and loyalty. For example, by analyzing
customer feedback and behavior data, organizations can identify areas
where their AI systems are not meeting customer needs or expectations and
make targeted improvements to enhance the customer experience.
Similarly, by monitoring the performance and impact of their AI systems
on different business metrics, such as revenue, costs, and productivity,
organizations can optimize their AI investments and ensure that they are
delivering maximum value to the business.
But for all this, leaders must be able to deal with the constant changes in
the market and the disruption of business models. A key concept of
Enterprise Agility to achieve this is Adaptive Trust. This is the ability of
leaders to maintain people's trust even when they have to abandon plans,
strategies or promises that no longer fit the current situation. This is
particularly important in the case of rapid change, because if previous
promises are not kept, trust in the organization and people's willingness to
break new ground can be seriously damaged. With Adaptive Trust, leaders
openly admit when promises are broken, take responsibility for the
decision to change course, and work with others to find better solutions.
Even when promises are broken, the trust and commitment to mission-
driven change remains. Learn more about Adaptive Trust on the
Enterprise Agility World Community website.
Enhancing Competitive Advantage and Market
Leadership
By adopting the AI Interoperability Model, companies can enhance their

competitive advantage and market leadership in the digital economy. By
developing and deploying AI systems that are interoperable, secure,
scalable, and aligned with customer and societal needs and values,
organizations can differentiate themselves from their competitors and
establish themselves as leaders in their respective industries.
Also, by participating in developing and adopting industry-wide standards

and best practices for AI interoperability, organizations can shape AI's
future direction and evolution in their industries and ensure that their AI
systems remain relevant and competitive in the long term.
One of the emerging norms is the constant cycle of disruption and

reconstruction of a company's business model. This dynamic has become
commonplace rather than rare in today's accelerated markets. While agile
and Business Agility frameworks, such as SAFe, focus on dealing with
product disruption, Enterprise Agility focuses on coping with disruptions
in the business model. We will see more and more companies whose
business models are constantly being disrupted in the coming years. And
that will be the new normal.
The AI Interoperability Model also helps organizations to develop new

business models and revenue streams based on AI-powered products and
services. By leveraging the power of AI to analyze vast amounts of data,
identify patterns and insights, and automate complex tasks and processes,
organizations can create new value propositions and offerings that were
not possible before.
In the case of Enterprise Agility, the Collective Strategic Sensing model

(CSS) is available to help leaders understand how to sense market and
company signals better. This also allows everyone to learn more about
emerging technologies and how to combine them.

Collective Strategic Sensing (CSS) in Enterprise
Agility involves strategically sensing workforce,
company, and the markets by continually
monitoring trends, events, and signals in the
broader environment. That allows you to make
better decisions and develop responsive strategies
across your company and ecosystem.
For example, by combining AI with other emerging

Andrew
technologies, such as the Internet of Things (IoT),
Agile Coach
blockchain, and different types of generative AI,
organizations can develop new products and services
that are more personalized, predictive, and proactive and that can adapt
and evolve in real-time based on changing customer needs and preferences.
Similarly, by using AI to optimize and automate various business
processes, such as supply chain management, customer service, and
financial planning, organizations can improve efficiency and free up people
to focus on more strategic and value-added activities.
Can you tell me what is Collective Strategic

Sensing and how I can use it in my company?
Addressing Societal Challenges and Opportunities
Finally, the AI Interoperability Model provides the foundations for

organizations to address societal challenges and opportunities through the
responsible and ethical development and deployment of AI systems. By
aligning their AI initiatives with the needs and values of society, companies
can not only create value for their customers and shareholders, contribute
to the greater good, and help solve some of the world's most pressing
problems.
By using AI to analyze large amounts of environmental data, organizations

can develop more sustainable and resilient business practices and help
mitigate the impacts of climate change. Applying AI to analyze social and
economic data, organizations can identify and address inequality,
discrimination, and social injustice and help create a more inclusive and
equitable society.
Through our practice of empathy, we discover the

vibrant nature of our lived experience. Using AI,
perspective taking and building adaptive trust is
enriched and decoded using a network of details and
patterns. We have new capabilities to appreciate
another’s experience more deeply, to uncover
elements of our human connections that may be
hidden even to ourselves. AI augments human
cognitive, emotion, and action by illuminating the
how and why of feelings and experiences. Equipped
with this awareness, we can understand the unique
needs and values within and beyond our social hub
so that we can craft meaningful paths forward.
Dr Courisse Knight, Educator, Public Health,

Patient Safety and Healthcare Quality Leader

Conclusions
The AI Interoperability Model provides a comprehensive and holistic

framework for organizations to develop and deploy AI systems that create
value for customers, companies, and the workforce, while ensuring that
these systems align with society's needs and values. By considering this
model, organizations can unlock a wide range of benefits and applications,
including enhanced coordination and trust between systems, strategic
clarity and direction, continuous learning and improvement, competitive
advantage and market leadership, new business models and revenue
streams, and the ability to address societal challenges and opportunities.
To fully realize these benefits and applications, organizations must take a

proactive and collaborative approach to AI interoperability and engage
with a wide range of stakeholders, including customers, partners,
regulators, and society. By doing so, organizations can not only create value
for themselves but also contribute to the greater good and help shape the
future of AI in a way that benefits everyone.
As I sat in my office, I couldn't help but feel a mix of excitement and

apprehension about the potential of AI for our company. Being the CEO of
MALO, I knew it was my responsibility to steer our organization towards
success in this rapidly changing landscape, but I also knew that the path
forward wouldn't be easy.
Figure 3.1: Carla presenting on the benefits of the AI Interoperability model
I called in Mike, one of our top managers, to discuss how we could leverage
the AI Interoperability Model to create value for our customers, our company,
and our workforce. Mike had always been a forward-thinking leader, and
I knew he would have some valuable insights.
"Mike, I've been reading about this AI Interoperability Model, and I think it could
be beneficial for MALO," I said as he entered my office. "But I'm not sure where
to start or how to integrate it into our existing strategies."
Mike nodded, "I've heard about it too, Carla. It seems like a comprehensive
approach to AI adoption, but it's a lot to take in. We'll need to carefully consider
how it aligns with our current goals and processes."
We began discussing the various aspects of the AI Interoperability Model,

from enhancing coordination and trust between systems to providing

strategic clarity and direction for our AI initiatives. However, as we
explored deeper the details, we realized that implementing this model
would require significant changes to our current operations.
"We can't just jump into this headfirst," I said, furrowing my brow. "We need
to take a step back and assess our readiness for AI adoption. We should identify our
strengths, weaknesses, and potential roadblocks."
Mike agreed, "You're right, Carla. We also need to ensure that our employees are
on board and prepared for the changes AI will bring. It's not just about the
technology; it's about the people too."
Over the next few weeks, Mike and I worked closely with our team to
conduct a thorough analysis of our organization's AI readiness. We
identified areas where we excelled, such as our strong data infrastructure,
and areas where we needed improvement, like our lack of AI governance
policies. As we continued to learn and explore the AI Interoperability Model,
we began to see how it could help us address these challenges and create a
more adaptable, innovative, and human-centered organization. We
developed a phased implementation plan that prioritized the most critical
domains and involved employees from across the company.
"It's not going to be a smooth ride," I said to Mike during one of our progress
meetings. "But by taking a measured approach and involving our entire team, I
believe we can successfully adopt the AI Interoperability Model and become a leader
in the age of AI."
Mike smiled, "I agree, Carla. It's a learning process, but we're on the right track.
Our team is engaged, and we're already seeing some promising results."
As I reflected on our journey so far, I felt a sense of pride and determination.

Adopting the AI Interoperability Model wasn't a simple task, but by
embracing the challenges and learning from our experiences, MALO was
well on its way to creating value for our customers, our company, and our
workforce in the era of AI.
SECTION III
APPLYING THE
AI INTEROPERABILITY MODEL
TH E E V O L U T I O N O F A I I S N O T A T H R E A T T O H U M A N
EXISTENCE, BUT AN OPPORTUNITY TO REDEFINE
WHAT IT MEANS TO BE HUMAN

THE CONVERGENCE
Chapter 4
Business Topologies for
AI-Driven Organizations
Introduction
As AI continues to disrupt industries and reshape the business landscape,

organizations must adapt their structures, processes, and strategies to
thrive in this new reality. This section explores how companies can leverage
business topologies to effectively support the seven domains and better
navigate the challenges and opportunities this transformative technology
presents.
I love the topologies we will cover in this

chapter! Each of the ideas offer unique
advantages and challenges, and the choice
depends on factors such as company size,
industry, culture, and strategic priorities. As a
CEO, I suggest carefully evaluating your
organization's needs and goals before deciding
on the most suitable topology to navigate the
AI-driven landscape effectively.
Carla
Business topologies are the organizational structures, CEO
relationships, and dynamics that shape how a company
Business Topologies for AI-Driven Organizations | 63

operates and interacts with its ecosystem. In the new AI reality, business
topologies are crucial in determining how an organization integrates and
leverages AI capabilities across its various functions, teams, and processes.
The seven domains of AI interoperability—People, Organizations, Products,

Markets, Regulations, Technologies, and AI-to-AI—require a holistic and
adaptive approach. Companies must design structures and processes to
facilitate collaboration, knowledge sharing, and value creation across these
domains and minimize stress for people and the company.
Three Types of Business Topologies for AI-Driven
Organizations
To navigate the AI-driven landscape, companies should consider at least

three types of business topologies: the Classic Agility Approach with AI
Support, the Decentralized Network, and the Enterprise Agility
Approach. Each organizational topology offers unique advantages and
challenges, and the choice depends on factors such as company size,
industry, culture, levels of adaptation, and strategic priorities. Keep in
mind that this is just a high-level example, to show you some alternatives
and the goal is simply to help you think about what you have where you
work.
THE CLASSIC AGILITY APPROACH WITH AI SUPPORT
In this topology, the organization retains similar structures and agile

practices as before AI, integrating generative AI and others as a supporting
tool in various departments and roles. AI enhances efficiency, decision-
making, and innovation within the existing organizational framework. Key
features of the Classic Agility approach with AI Support:
• Centralized decision-making and control

• AI as a tool to support existing processes and functions
• Gradual adoption and integration of AI capabilities
• Focus on incremental improvements and cost savings
• A customer-focus approach (widely used approach)
Example: A retail company implements AI-powered inventory

management, customer service chatbots, and predictive analytics for
marketing campaigns while maintaining its traditional organizational
structure and processes.

Benefits:
• More straightforward to implement and manage

• Minimal disruption to existing operations
• Allows for gradual learning and adaptation
Challenges:
• Limited agility and flexibility to respond to rapid changes or

exponential markets
• If there is too much pressure or acceleration from the markets, agile
organizations can move to a revenue focus
• Potential for siloed AI initiatives and lack of cross-functional
collaboration
• Risk of falling behind competitors with more advanced AI
adoption
THE DECENTRALIZED NETWORK
In this topology, the organization is structured as a network of semi-

autonomous teams or units, each focused on specific AI-related domains or
functions. These teams are empowered to make decisions, innovate, and
collaborate with other units as needed. Key features of the Decentralized
Network:
• Flat hierarchy with minimal central control

• A high degree of autonomy and flexibility for teams
• Emphasis on cross-functional collaboration and knowledge
sharing
• Rapid experimentation and iteration
• Diverse types of AI can be used in different areas
Example: A multinational technology company organizes its AI efforts into

decentralized teams, each of which can use different AI technologies
(diverse Generative AI tools, robotics, etc.). These teams collaborate with
business units, external partners, and customers to develop and deploy AI
solutions.
Benefits:
• Fosters innovation and agility toward uncertain markets

• Enables faster decision-making and problem-solving
• Promotes diversity of ideas and approaches
Challenges:
• Potential for duplication of efforts or inconsistencies across teams

• Difficulty in ensuring alignment with overall company strategy
• Dependence on advanced AI and data infrastructure
• Risk of silos, lack of coordination, or challenges related to AI
interoperability
THE ENTERPRISE AGILITY APPROACH
The Enterprise Agility approach is designed to help organizations deal

with accelerated change, leveraging the Science of accelerated change, the
TriValue Company Model (client, company, workforce wellbeing), new
sensing capabilities, and AI to increase readiness, responsiveness, and
strategic innovation with low-stress levels. This topology focuses on
creating a highly adaptive and resilient organization that can quickly
respond to accelerated market dynamics and technological advancements.
Key features of the Enterprise Agility approach:
• Flexible and resilient organizational structure

• Emphasis on continuous learning and adaptation with low-stress
levels
• Focus on the TriValue Company (TVC) model, balancing value
creation for customers, employees, and the organization

• Embracing the Science of accelerated change and the EA
Sustainability zones to support real comprehensive sustainability
Example: A financial services company implements the Enterprise Agility

Approach, focusing on collective capabilities that leverage AI to rapidly
develop and deploy new products and services with low-stress levels. The
company invests in employee upskilling and wellbeing programs, using AI
to automate routine tasks and support decision-making. The organization
continuously adapts its structure and processes based on real-time market
feedback and performance data.

Figure 4.1: Product Innovation vs. Business Model Disruption and EAWT
Benefits:
• High adaptability and resilience to change, including product and

business model disruption
• Improved employee engagement and wellbeing
• Faster innovation cycles and time-to-market for different
stakeholders (client, company, workforce wellbeing, focus on the
society, planet and sustainability)
• Better alignment with stakeholder needs and market trends
through sensing
Challenges:
• Requires significant cultural and mindset shift

• Needs to learn new concepts and ideas
• Dependence on advanced AI and data infrastructure

Team-Level AI Topologies
While organizational-level business topologies provide a high-level

framework for AI adoption, it's equally important to consider how AI can
be integrated at the team level. By designing team-level AI topologies,
organizations can foster collaboration, agility, and innovation in AI
initiatives.
One approach is to create cross-functional AI teams that bring together

diverse skill sets and perspectives. These teams can include data scientists,
engineers, domain experts, and business stakeholders who work
collaboratively to identify AI opportunities, develop solutions, and drive
implementation. This multidisciplinary approach ensures that AI
initiatives are aligned with business goals and leverages the collective
intelligence of the team.
Another approach is to embed AI specialists within existing functional

teams. This allows AI expertise to be infused directly into the day-to-day
operations of the business, enabling teams to identify and capitalize on AI
opportunities more quickly. Embedded AI specialists can also help upskill
team members and foster a culture of AI innovation at the grassroots level.
Regardless of the specific team-level topology, it's crucial to establish clear

roles, responsibilities, and communication channels to ensure seamless
collaboration and knowledge sharing. Regular cross-team meetings,
knowledge-sharing sessions, and collaborative platforms can help break
down silos and facilitate the flow of ideas and best practices across the
organization. It is also important that the leaders of organizations reinforce
the role of people in their trams, and that they will not be replaced by AI
but empowered. This is crucial to create a culture of psychological safety.
You can learn more about how to communicate and lead with people with
different needs by using the Change Journey Pyramid (CJP) on the
Enterprise Agility World Communtiy site.
Scaling AI Initiatives
As AI initiatives prove successful at the team level, organizations must

develop strategies for scaling these initiatives across the enterprise. This
involves creating a repeatable and scalable framework for AI deployment
that can be adapted to different business units, geographies, and use cases.
One key aspect of scaling AI is to establish a centralized AI platform or

group of experts that provides shared resources, tools, and best practices
for AI development, and help others collaboratively develop their own
practices. This approach can help ensure consistency, quality, and
efficiency in AI initiatives across the organization, while also fostering
collaboration and knowledge sharing among teams.
Another important point is to develop a robust data infrastructure that can

support the growing volume, variety, and velocity of data required for AI
initiatives. This may involve investing in cloud-based platforms, data lakes,
and data management tools that can handle the scale and complexity of AI
workloads.
Also, organizations must focus on building AI capabilities across the

enterprise, not just within specialized teams. This involves investing in AI
training and upskilling programs for employees at all levels, as well as
establishing clear career paths and incentives for AI talent. By
democratizing AI skills and knowledge, organizations can create a more
agile and responsive workforce that can drive AI innovation at scale.
It is important to remember that AI systems are extremely complex, so a

change in something as simple as a system parameter or system prompt
can change the behavior of the entire AI platform. This can put the entire
company or reputation at risk. To support these teams, automated tests and
platforms are needed to constantly check not only the behavior of AI
systems and their integration with other tools, but also AI to AI at any time.

Assessing Your Organization's AI Readiness
Before deciding on a business topology for your AI-driven organization,

it's crucial to assess your company's current AI readiness. This involves
evaluating your existing AI capabilities, infrastructure, people, and
resources, as well as identifying gaps and areas for improvement.
You can start by using the Enterprise Agility Readiness Factors or any
other similar apporach. This examines your organization's proficiency and
adaptability in key areas such as Industry Dynamics, Company Culture,
Organizational Structures, Market Sensing Capabilities, Customer
Expectations, and Leadership Commitment. Technology should also be
considered in these 6 areas. This assessment will help you understand your
current position and determine the steps needed to reach a better state.
Next, engage with stakeholders across various departments to gather

insights on how AI can support their specific needs and goals. This
collaborative approach ensures that your AI initiatives align with the
overall business strategy and creates buy-in from key players within the
organization.
Finally, benchmark your AI readiness against industry peers and best

practices. This will give you a clearer picture of where you stand in the
competitive landscape and help you identify opportunities to leapfrog
ahead.
By thoroughly assessing your organization's AI readiness, you'll be better

equipped to choose the most suitable business topology and develop a
roadmap for successful AI adoption and value creation.
Using AI to Preserve Knowledge When Employees
Leave
One big challenge many companies face is losing important knowledge and
skills when employees quit or retire. When someone leaves, they often take
with them valuable experience and expertise that can be hard to replace.
This can make it tough for the company to keep things running smoothly
and can slow down progress on projects. The cost of staff turnover is
extremely high: it is estimated that losing an employee can cost a company
half to double their salary. The financial burden varies depending on the
person's seniority.
However, AI offers a potential solution to this problem. Before an employee

leaves, they can spend some time "teaching" an AI system what they know.
They can feed the AI information about their job, the projects they've
worked on, the challenges they've faced, and the solutions they've found.
They can also answer questions and provide examples to help the AI
understand their thought process and decision-making.
Once the employee has shared their knowledge with the AI, that
information isn't lost when they leave. Instead, other employees can ask the
AI questions and get answers based on what the previous employee knew.
This can help new hires get up to speed more quickly and can ensure that
important insights and best practices aren't forgotten.
For example, let's say a senior software engineer is leaving a company.

Before they go, they could train an AI on the specific coding languages,
frameworks, and tools they used, as well as the architecture and design
patterns of the systems they worked on. They could also share examples of
tough bugs they solved and explain their debugging process. Later, when
a new engineer joins the team, they could ask the AI for guidance on how
to approach certain problems, and the AI could provide suggestions based
on the knowledge of the previous engineer.
To make this process even smoother, companies could include AI

knowledge transfer as part of the standard offboarding process. They

could require employees to spend a certain amount of time training the AI
before they leave and could even include this as a condition in employment
contracts. Of course, AI can't completely replace the value of having
experienced employees on the team. There will always be new challenges
and situations that require fresh thinking and human judgment. However,
by using AI to capture and preserve knowledge, companies can mitigate
some of the disruptions caused by employee turnover and can ensure that
valuable expertise isn't lost forever when someone walks out the door.
In the context of the different business topologies discussed earlier (Classic

Agility with AI Support, Decentralized Network, and Enterprise Agility),
using AI for knowledge preservation could be particularly valuable for the
Decentralized Network and Enterprise Agility models. In these topologies,
there is a strong emphasis on flexibility, adaptability, and cross-functional
collaboration, which can lead to employees moving between different roles
and teams more frequently. Having a way to quickly onboard new team
members and ensure continuity of knowledge could be a significant
advantage.
Overall, while AI can't solve every challenge related to employee turnover,

it offers a powerful tool for capturing and retaining organizational
knowledge. By making AI knowledge transfer a standard part of the
employee lifecycle, companies can build more resilient, adaptable, and
sustainable organizations in the face of constant change.
AI Topology and Organizational Culture
One crucial area on the Enterprise Agility Readiness Factors is Company

culture. The way an enterprise organizes its AI efforts (its AI topology) is
closely linked to its culture. Culture is about the values, attitudes and
behaviors that shape how people work together. It influences how open
people are to new ideas, how willing they are to take risks and how well
they work with others.
Different cultural personalities can affect which AI topology works best for
an organization. For example, a company with a culture that values
innovation and experimentation might do well with a decentralized
network topology, where teams have the freedom to try new AI
approaches. On the other hand, a company with a culture that prioritizes
stability and consistency might prefer a more centralized topology, with a
strong governance framework to guide AI efforts.
It's important for organizations to align their AI topology with their

culture. If there's a mismatch, it can lead to resistance, confusion, or lack of
engagement. For instance, if a company with a traditional, hierarchical
culture tries to adopt a fluid, decentralized AI topology, employees might
struggle to adapt to the new way of working.
At the same time, AI initiatives can also help drive cultural change. By
introducing new tools, skills, and ways of thinking, AI projects can
challenge existing norms and inspire people to work differently. A
successful AI project that brings teams together and delivers real value can
boost collaboration and innovation across the organization.
To make the most of this relationship between AI topology and culture,

organizations should:
• Assess their current culture and identify the values and behaviors
that will support their desired AI topology.
• Communicate clearly about why AI is important and how it fits

with the company's culture and goals.

• Involve people from across the organization in AI initiatives to
build buy-in and encourage new ways of working.
• Celebrate successes and learn from failures to reinforce a culture

of experimentation and continuous improvement.
By understanding and shaping the interplay between AI topology and

organizational culture, companies can create an environment where AI
thrives and drives meaningful change. A great model in Enterprise Agility
that we recommend is the Minumum Healthy Step (MIHS). It allows not
only to train people on how to communicate and behave when things get
difficult, but especially to train leaders to create healthy interactions in
times of disruption.
For leaders we recommend the Enterprise Agility Sense-myself model,

which makes it possible to be much more aware of what is happening in
the markets, organization, and better lead in times of change.
Fostering a Culture of AI Innovation
Regardless of the business topology you choose, fostering a culture of AI

innovation is essential for success in the AI-driven era. This involves
creating an environment that encourages experimentation, learning, and
collaboration around AI initiatives.
Start by promoting AI literacy across the organization. Invest in training

and upskilling programs that help employees understand the basics of AI,
its potential applications, and how it can support their roles. This
empowers them to identify opportunities for AI-driven innovation within
their own work.
Next, establish clear channels for ideation and knowledge sharing.

Encourage employees to share their AI ideas and insights through
dedicated forums, workshops, or hackathons. Celebrate and reward
innovative thinking to reinforce the importance of continuous
improvement.
Moreover, foster cross-functional collaboration by breaking down silos and

creating opportunities for diverse teams to work together on AI projects.
This exposure to different perspectives and skill sets sparks creativity and
leads to more holistic solutions.
Finally, lead by example. As a leader, openly embrace AI and demonstrate

how it can be used to drive value for the organization. Share success stories
and lessons learned to inspire others and create a positive narrative around
AI adoption.
By fostering a culture of AI innovation, you'll create an environment where

employees feel empowered to experiment with AI, learn from failures, and
continuously push the boundaries of what's possible.

Ad-hoc AI Adoption: The Starting Point for Many
Organizations
As you can imagine, organizations that are looking at AI for the first time
often start with an ad hoc approach. This means that AI initiatives are
started and implemented on a case-by-case basis, without a clear overall
strategy or structure in place. Ad-hoc adoption of AI can be a good way to
dip your toe in the AI waters, but it can also lead to some challenges.
Imagine a company where different departments are experimenting with

AI in their own way. The marketing team might use AI to analyze customer
data and create targeted campaigns, while the HR team uses AI to screen
applicants. And the finance team is exploring AI-powered fraud detection.
Each of these initiatives has the potential to add value to the business, but
without a coordinated approach, they may not be as effective as they could
be. One of the main drawbacks of ad-hoc AI adoption is that it can lead
to silos within the organization. When each department is doing its own
thing with AI, there may be little communication or collaboration between
teams. This can result in duplicated efforts, inconsistent results, and missed
opportunities for synergy.
Another challenge with ad-hoc AI adoption is that it can be difficult to scale.

When AI initiatives are implemented on a one-off basis, it can be hard to
replicate successes or learn from failures. Without a clear framework for
how AI should be developed and deployed across the organization, each
new initiative may feel like starting from scratch.
Despite these challenges, ad-hoc AI adoption can still be a valuable first step
for organizations. It allows teams to experiment with AI and get a sense of
what works and what doesn't. It can also help build excitement and
momentum around AI within the organization. To make the most of ad-
hoc AI adoption, we recommend focusing on a few key things:
1. Encourage communication and collaboration between teams

working on AI initiatives. Create opportunities for teams to share
their experiences and learn from each other.
2. Document successes and failures. Keep track of what works well
and what doesn't, so that future projects can build on those
learnings.
3. Start thinking about the bigger picture. Even if there isn't yet a
fully-fledged AI strategy, you should consider how AI can be used
throughout the company.
4. Don't be afraid to course-correct. If an ad-hoc AI initiative isn't

delivering the desired results, be willing to pivot or shut it down.
Not every experiment will be a success, and that's okay. The idea
is that you don't fall into the sunk cost fallacy.
As organizations improve in their AI journey, they will likely want to move

beyond ad-hoc adoption and towards a more structured approach. But for
many companies, ad-hoc experimentation is a natural and necessary first
step. By keeping these tips in mind, organizations can make the most of this
phase and set themselves up for success in the long run.

The Role of Managers in the New AI Reality
The role of managers is undergoing significant change during this new AI

reality! As AI systems become more prevalent in the workplace, managers
must adapt to the new realities and develop the necessary skills to lead their
teams effectively. This section looks at the changing tasks and challenges
facing managers in the age of AI.
One of the most important roles of leaders in the AI-driven business

landscape is to foster a culture of continuous learning and adaptability,
where things can change by the hour. As AI technologies continue to
evolve, managers must encourage their teams to embrace change and
acquire new skills. They must also clearly understand what the stress of the
new reality means and its consequences. This includes providing
opportunities for training and development and creating an environment
that encourages experimentation and innovation (Eustress).
Managers must also learn to use AI tools to improve decision-making

processes. AI systems can analyze vast amounts of data and provide
valuable insights that can inform strategic decisions. However, they must
learn to interpret and apply these insights effectively by combining them
with their own experience and judgment. This requires a deep
understanding of the possibilities and limitations and biases of AI as well
as the ability to ask the right questions and challenge assumptions.
Another important task for managers in the age of AI is to ensure the ethical
and responsible use of these technologies. As AI systems become
increasingly autonomous and influential, managers need to establish clear
guidelines and control mechanisms to avoid unintended consequences and
bias. This requires collaboration with various stakeholders, including data
scientists, ethicists and legal experts, to develop robust governance
frameworks.
Effective communication and collaboration skills are more important than

ever for managers in the age of AI. As teams become more dispersed and
rely on digital tools, leaders must be able to foster a sense of connectedness
and common purpose. This includes creating channels for open dialog,
actively listening to team members' concerns and ideas, and facilitating
cross-functional collaboration.
Finally, managers must be prepared to deal well with disruptions. When

there is an unexpected and disruptive situation, managers should have in
their toolbox technical and practical tools to be able to deal with these
situations.
This also includes managing the impact of automation on the workforce,

addressing concerns about job displacement and ensuring that the benefits
of AI are shared equitably. It is crucial that managers are proactive in
identifying and mitigating potential risks such as data breaches or
algorithmic bias.
As you can see, the role of managers in the new AI reality is complex and
challenging. To be successful in this environment, they must cultivate a
growth mindset, continuously educate themselves and develop a deep
understanding of AI technologies. They must also prioritize workforce
wellbeing, and manage the challenges and uncertainties associated with AI
adoption and acceleration in markes.

AI Adoption Model: Choosing the Right AI for your
Company
As a leader navigating the complex landscape of AI-driven organizations,

it's important to have a framework for evaluating the suitability of AI
systems for your business. The AI Adoption Model provides a
comprehensive approach to evaluating AI systems and ensuring they align
with your organization's needs, values and goals. By understanding and
applying this model, you can make informed decisions that drive the
successful adoption of AI and create value for your stakeholders.
Figure 4.2: AI Adoption Model. Erich R. Bühler and Enterprise Agility University
The AI Adoption Model consists of four main areas: Parameters, Data

Quality and Diversity, Model Architecture, and Capacity for
Generalization. Let's explore each of these areas in more detail.
Parameters: This area focuses on the values used to tune and control the
behavior of an AI model during training and operation. As a change leader,
it's important to understand how these parameters influence the AI's
learning process and decision making. If you have control over these
parameters, you can tailor the AI's behavior to your company's specific
requirements and ensure that it works in line with your values and goals.
Data Quality and diversity: The success of your AI system depends

heavily on the quality and diversity of the data used for training. Ensuring
that your AI learns from a large, diverse and high-quality data set will
allow you to create richer and more accurate models that are better
equipped for real-world scenarios. As a change leader, it's your job to
prioritize data quality and diversity and invest in data governance practices
that ensure the integrity and representativeness of your training data.
Model Architecture: This area is about the structure of the AI model, such
as transformational neural networks or generative adversarial networks
(GANs). Understanding the architecture of your AI model is crucial for
assessing its capabilities and limitations. As a change leader, you should
work with technical experts to select an architecture that is aligned with
your organization's needs and can effectively process the data provided.
Capacity for Generalization: The ability of an AI system to apply what it

has learned to new situations is an important indicator of its effectiveness.
As a change leader, you should prioritize AI systems that can generate
original and coherent content rather than just memorizing and reproducing
training data. By focusing on generalization capability, you can ensure that
your AI system is adaptable and can be useful in a variety of scenarios.
In addition to these four core areas, the AI Adoption Model also

emphasizes the importance of continuous evaluation and feedback. By
actively asking feedback from users, monitoring, and self-learning, you can
identify opportunities for optimization and make data-driven decisions to
increase the effectiveness of the system over time.
The speed and efficiency of an AI system can directly impact your

organization's ability to make informed decisions, respond to market
changes, and stay ahead of the competition. By selecting an AI solution that
can handle large volumes of data and produce outputs quickly, you can
accelerate your decision-making processes and drive innovation across
your organization.

When assessing AI systems, consider their performance metrics, such as
processing speed, latency, and throughput. Look for solutions that leverage
advanced hardware, optimized algorithms, and efficient data processing
techniques to maximize speed and minimize delays. However, it's
important to strike a balance between speed and accuracy.
Another crucial area is to incorporate control and adjustment capabilities.

it's crucial to select an AI solution that allows you to fine-tune its
parameters and behavior to align with your organization's specific needs
and goals.
Having control over your AI system enables you to adapt it to changing

circumstances, optimize its performance, and ensure that it continues to
deliver value over time. This level of control is particularly important when
dealing with complex or dynamic environments, where the AI may need to
be adjusted frequently to maintain its effectiveness. For example, you could
assess each AI solution's control and adjustment capabilities alongside the
existing areas of the model, such as parameters, data quality and diversity,
model architecture, and capacity for generalization. Similarly, you could
evaluate the speed and efficiency of each AI system as a separate factor,
considering metrics like processing speed, latency, and throughput.
But one of the most crucial parts is data safety. As the person responsible
for change, it is your job to ensure that your AI system don't use the data to
offer solutions to other companies. While the AI Adoption Model provides
a comprehensive framework for evaluating AI systems, it is important to
recognize that data safety is a top priority. The data security section,
located at the top of the pyramid, emphasizes the importance of ensuring
that your AI system learns from secure, privacy-compliant and ethical data.
If you're considering AI models like ChatGPT, Gemini or similar off-the-

shelf solutions, you need to know that you have limited control over how
these models handle your data. In many cases, the data you enter into these
systems is processed on the provider's servers, which can lead to privacy,
security and intellectual property concerns.
For large organizations dealing with sensitive or proprietary data, relying
on external AI models may not be the best solution. If data security is
compromised, this may negate the benefits of the other areas of the AI
adoption model. In such cases, it's recommended to opt for AI solutions
that can be run on-premises to ensure that your data remains under your
organization's control and subject to your own security measures.
By prioritizing data security and choosing AI systems that align with your
company's data governance policies, you can minimize risk, build trust
with stakeholders and ensure that your AI initiatives are sustainable and
compliant.
As you can see, the AI Adoption Model is a valuable tool for change
leaders navigating the complex landscape of AI-driven organizations. By
systematically evaluating AI systems against the model's core areas,
seeking user feedback, and prioritizing data safety, you can make informed
decisions that drive successful AI adoption and create value for your
organization. Remember, when it comes to AI adoption, data safety is
paramount, and choosing solutions that keep your data secure and under
your control is essential for long-term success.

Implications for the 7 Interoperability Domains
The choice of business topology has significant implications for how an

organization addresses the seven interoperability domains of AI. Here are
some examples:
• People: In the Classic Agility approach with AI Support, people's

roles and skills may evolve gradually as AI is integrated into
various functions. The Decentralized Network emphasizes cross-
functional collaboration and continuous learning. At the same
time, the Enterprise Agility approach focuses on upskilling and
employee wellbeing in sustainable ways by considering the science
of accelerated change.
• Organizations: The Classic Agility approach with AI Support

maintains a traditional organizational structure, while the
Decentralized Network promotes a more fluid and autonomous team
structure. The Enterprise Agility approach requires a highly adaptive
and agile organizational design based on three value types.
• Products: In the Classic Agility approach with AI Support, AI

enhances existing products and services, while the Decentralized
Network encourages rapid experimentation and innovation. The
Enterprise Agility approach emphasizes continuous product and
business model iteration based on real-time stakeholder feedback
and market trends.
• Markets: The Enterprise Agility Approach is particularly well-suited

for sensing and responding to rapidly changing market dynamics
with balanced value creation, while the Decentralized Network
enables faster customer time-to-market for new AI-driven
offerings.
• Regulations: All three topologies require close collaboration with
regulators and policymakers to ensure compliance and ethical AI
practices. The Enterprise Agility approach may involve more
proactive engagement with regulators to co-create adaptive
governance frameworks.
• Technologies: The Classic Agility approach with AI Support focuses

on gradually integrating AI technologies into existing systems. At
the same time, the Decentralized Network allows for more
experimentation and diversity of AI tools and platforms. The
Enterprise Agility approach requires a highly modular and
interoperable technology architecture to support rapid adaptation.
• AI to AI: In the Classic Agility approach with AI Support, AI systems

are primarily used to enhance existing processes and decision-
making, while the Decentralized Network promotes the development
of specialized AI solutions for specific domains. The Enterprise
Agility approach requires AI systems that can continuously learn
and adapt based on real-time data and feedback but with low
personal stress-levels.

Building the Sustainable Organization of the Future
Companies must adopt a holistic and adaptive approach to business

topologies to build a sustainable organization that can thrive in the AI-
driven future. Apart from assessing the seven domains, you can use the Six
Enterprise Agility Readiness Factors:
Industry Dynamics: Examine the pace of change in your industry.

Is it slow and predictable, or is it evolving quickly and
disruptively? If the latter, Enterprise Agility may be a better fit.
Company Culture: How receptive are people in your company to

change? How long did it take the last time they had to change parts
of the culture? If your company culture is open to experimentation
and innovation, the transition to enterprise agility may be
smoother.
Organizational Structures: Assess the current structures of your

organization and its adaptability to change. If your organization
primarily focuses on prioritizing frameworks or short-term gains,
the transition to Enterprise Agility may require prior adaptation of
existing structures.
Market Sensing Capabilities: Analyze how your company sees

and understands the market. They can stay there if they assume the
market is stable with occasional surprises. However, Enterprise
Agility may be the key to future success if you face growing
competition and new signals coming from the markets.
Customer (or Stakeholders) Expectations: Consider your

customers' or stakeholders' expectations and the level of
customization and responsiveness they demand. If your customer
base requires rapid innovation and personalized solutions,
Enterprise Agility may be better suited to meet their needs.
Leadership Commitment: Ensure your leaders are ready to invest
in the cultural, structural, and strategic changes required for
Enterprise Agility. Without strong leadership commitment, the
transition can be difficult.
What are the Enterprise Agility Readiness

Factors and how can I use them as a leader?
Technology must also be considered in these 6 areas as an empowering part

of each of them.

Information-Centric AI: Connecting Data to Outcomes
In recent years, many AI products have been developed to help companies

manage the vast amounts of information they have. These tools, such as
Microsoft Viva, are designed to make it easier for people to find the
information they need to do their jobs, and have an additional perspective
with the AI. Here, they use AI to analyze data from various sources such as
emails, chats, documents and databases and organize it in a way that makes
it easier for employees to find the information they need. The goal is to help
people collaborate better, make good decisions and achieve more. This is
what we call data-centric AI. And this is how these AI products usually
work: They take in data from various systems, such as your emails, chat
messages, files and databases. Then they use special techniques called
natural language processing (NLP) and machine learning to figure out
what the data is about and how it relates to other things. Then they run
some further processes to enrich that data with more information.
This makes it much easier for employees to find the information they need
and gain an additional perspective thanks to the AI. For example, the AI-
powered tool Microsoft Viva can quickly find specific files, conversations
or information. This saves employees a lot of time and effort that they'd
otherwise have spent searching for things, and the AI can link all these
things together and answer their questions. In general, in these products,
each person has access to a range of information, and this is used by the AI
to make decisions.
While these AI are very helpful when it comes to information, they don't
always deal with the big picture that is important to an organization, like
its strategy and its people. Connecting data to results is good, but it's only
one piece of the puzzle. To really make a difference and build an always-
on, responsive and innovative enterprise, AI products need to help in the
long run. This means that AI must connect with the people in the
organization and align with the overall company plan, it must enable
individuals to navigate the different groups (and not just the files they can
access), and it must be tailored to the person's capabilities.
Think of it like a sports team. Lots of data about each player's skills and
past games is useful, but it's not enough to win championships. The coach
also needs to know how the players work together as a team, what
motivates them and how to develop a winning strategy that everyone
believes in. The same applies to companies. AI can't just focus on
organizing data, but must also help leaders understand and bring together
the people in the company to achieve their common goals.
While information-centric AI products are a good start, companies need AI

that goes beyond that. They need AI that connects to the human side of the
business and helps leaders navigate the complex web of people,
relationships, team and business strategies that make up their critical
advantage. Only then can AI truly help companies transform and succeed
in the long term.

Strategic & Human-Centric AI: Navigating the Org.
Ecosystem
Now, let's talk about a different kind of AI, one that goes beyond just
dealing with information and data. This type of AI is called strategic and
human-centric AI products (2nd Generation, Hanna Prodigy), and it's all
about understanding and improving the complex web of people,
relationships, behaviors, and values that make up a company.
Imagine a company as a living, breathing ecosystem. Just like in nature,

there are many different parts that all work together to keep things running
smoothly. There are the people who work there, each with their own skills,
personalities, and goals. There are the different teams and departments,
each with their own ways of doing things and their own mini-cultures. And
then there's the overall company culture, which is shaped by the values,
beliefs, and behaviors that everyone shares.
Just like a gardener needs to understand the different plants, soil, and
climate conditions to keep a garden healthy, leaders need to understand all
these different elements of their company ecosystem to make good
decisions and keep things running well. But it's not always easy to see the
big picture, especially in large, complex organizations.
This is where strategic and human-centered AI products come into play.

These AI systems, such as the Hanna Prodigy Enterprise Suite, are
designed to help managers understand and manage their company's
ecosystem. To do this, they analyze data from many different sources, such
as employee surveys, performance metrics and cultural assessments. But
instead of just spitting out numbers and charts, these AI systems look for
patterns and insights, look at strategy and allow the person to steer the
organization based on a value approach rather than a permission approach.
For example, let's say a company is having trouble with low employee
morale and high turnover in one of its departments. A strategic and human-
centric AI system might analyze data from employee engagement surveys
and exit interviews to identify common themes and issues. It might also
look at data on team dynamics, leadership behaviors, and workload
distribution to see if there are any underlying factors contributing to the
problem.
Based on this analysis, the AI might provide insights and recommendations

to leaders, such as:
"Employees in Department X report feeling undervalued and unsupported by their

managers. High performers are leaving at a higher rate than average. Recommend
providing additional training for managers on giving effective feedback and
recognition."
Or:
"Team Y has a high level of conflict and low trust scores. This is impacting their
ability to collaborate and innovate. Recommend conducting a team-building
workshop and clarifying roles and responsibilities."
By providing these kinds of insights, strategic and human-centric AI can

help leaders see the big picture and make informed decisions to address
problems and improve the overall health of their organization. But it's not
just about fixing problems. Strategic and human-centric AI can also help
leaders proactively shape their company culture and align it with their
business strategy. For example, let's say a company has a stated value of
"customer obsession," but the AI analysis shows that employees across the
organization have varying interpretations of what that means and how to
put it into practice. By helping leaders see where there are gaps or
inconsistencies in their culture, and providing guidance on how to address
them, strategic and human-centric AI can be a powerful tool for driving
alignment and engagement around a shared vision and strategy.
Ultimately, the power of strategic and human-centric AI lies in its ability to

connect the dots between people, allow individuals to navigate the
organization, and connect it with the strategic outcomes. By providing a
holistic view of the organization and actionable insights for navigating its
complexities, this type of AI can help leaders build strong, resilient, and

high-performing organizations that are able to adapt and thrive in the face
of change.
At Hanna Prodigy, we believe that the future of AI in business lies in this

strategic and human-centric approach. Our Enterprise Suite is designed to
empower leaders with the insights and tools they need to navigate their
organizational ecosystem, drive alignment and engagement, and achieve
sustainable growth and success. By putting people and strategy at the
center of AI, we're helping companies unlock the full potential of their
greatest asset: their human capital. This not only helps the organization, but
also helps change agents, consultants, or coaches to better support leaders
and teams in achieving their goals sustainably.
Conclusions
We have put together just a few examples of corporate topologies in the age
of accelerated change for you. By embracing a flexible and adaptive
approach to business topologies, organizations can effectively navigate the
challenges and opportunities presented by AI while ensuring alignment
with the seven interoperability domains. We also evaluated the 1st
generation (data-centric AI), versus what I believe it should be the 2 nd
generation of AI: Strategic and Human-Centric (i.e. Hanna Prodigy).
The sustainable organization of the future will be one that can continuously
evolve and reconfigure itself in response to the rapidly changing
technological and business landscape while maintaining a strong focus on
ethics, responsibility, and value creation for all stakeholders.
Andrew, the Agile Coach at MALO Company, recently contributed an

article to a well-known business magazine, sharing his experiences and
insights on the three business topologies for AI-driven organizations and
the opportunities and challenges they present. In his article, Andrew
discusses how MALO has navigated the rapidly evolving landscape of AI
adoption and the lessons learned along the way.
"As the main Agile Coach at MALO, I've had the privilege of guiding our
organization through the complexities of AI adoption," Andrew writes.
"One of the key decisions we faced was choosing the right business
topology to support our AI initiatives. We initially considered three main
approaches: the Classic Agility Approach with AI Support, the Decentralized
Network, and the Enterprise Agility Approach."
Andrew explains that MALO initially opted for the Classic Agility Approach
with AI Support, integrating AI as a tool to enhance existing processes and
functions. "This approach allowed us to gradually adopt AI capabilities while
minimizing disruption to our existing operations," he notes. "However, as the pace
of change accelerated and our competitors began to leverage AI more extensively,
we realized that we needed a more agile and adaptable approach."
Transitioning to the Decentralized Network topology, MALO restructured its

AI efforts into semi-autonomous teams, each focusing on specific domains
or functions. We allowed each team to use the AI platform they thought
would help them the most. "This shift fostered innovation and collaboration
across our organization," Andrew writes. "By empowering teams to experiment
and iterate rapidly, we were able to develop and deploy AI solutions more quickly
and effectively."
However, Andrew also acknowledges the challenges that came with the
Decentralized Network approach. "We encountered some difficulties in
ensuring alignment with our overall company strategy and experienced instances
of duplication of efforts across teams," he admits. "It became clear that we needed
a more holistic and integrated approach to AI adoption."

Finally, MALO embraced the Enterprise Agility Approach, focusing on creating
a highly adaptive and resilient organization capable of responding to
accelerated market dynamics and technological advancements. "By
adopting the principles and practices of Enterprise Agility, we were able to develop
a more flexible and resilient organizational structure, foster a culture of continuous
learning and adaptation, and prioritize the wellbeing of our employees," Andrew
explains. “Specially, knowing the science of accelerated change and understanding
how to sense the markets helped us a lot!”
While the Enterprise Agility Approach required a significant cultural and

mindset shift, Andrew believes that it has been instrumental in positioning
MALO for success in the era of AI. "With the Enterprise Agility ecosystem,
we've been able to create a sustainable and a TriValue value-creating
approach to AI adoption that benefits our customers, our company, and
our workforce," he writes.
Andrew concludes his article by emphasizing the importance of

adaptability and continuous learning in the face of AI-driven disruption.
"The journey of AI adoption is not a one-size-fits-all approach," he notes. "Each
organization must carefully consider its unique context, challenges, and
opportunities to determine the best path forward. By embracing agility,
experimentation, and collaboration, organizations can navigate the complexities of
AI and unlock its full potential for driving innovation and shared progress."
THE CONVERGENCE
Chapter 5
Strategies for AI Value Stream
Mapping
Introduction
The AI Interoperability Model is a framework for understanding and

deploying AI systems and a powerful tool for value mapping and strategic
foresight. By using the model to analyze the interactions and
interdependencies between different stakeholders, domains, and systems,
organizations can identify new opportunities for value creation and
innovation and anticipate and prepare for future challenges and
disruptions.
Figure 5.1: Pran running a AI Value Stream Mapping in the office
Strategies for AI Value Stream Mapping | 97

Value Mapping with the AI Interoperability Model
Value mapping is the process of identifying and analyzing how an

organization creates value for its stakeholders. In Enterprise Agility, these
maps include the customer, the organization, the workforce, society, and
the planet. By using the AI Interoperability Model to map the value flows and
interactions between different stakeholders and domains, organizations
can better understand their value proposition and identify new
opportunities for growth and innovation.
Value mapping with the AI Interoperability Model

is crucial for product development! By analyzing
the interactions between Products with different
domains, we can identify new ways to use AI to
personalize and optimize our offerings based on
customer preferences and behaviors. But it's not
just about the customers—the TriValue Company
Model reminds us that we need to balance the
needs of the company and the workforce too.
For example, companies can identify new ways to use

Pran
AI to personalize and optimize their products and
Product Owner
services based on stakeholders' preferences and
behaviors by analyzing the interactions between the People and Products
domains. Similarly, organizations can identify new business models and
revenue streams based on AI-powered platforms and ecosystems by
analyzing the interactions between the Organizations and Market domains.
To do a value mapping with the AI Interoperability Model, organizations can

follow a structured process that involves the following steps:
1. Identify the key stakeholders and domains relevant to the
organization's AI initiatives, such as customers, employees,
partners, regulators, and society. We also consider the
company to be a stakeholder.
2. Map the value flows and interactions between these

stakeholders and domains using the AI Interoperability Model
as a framework. This may involve analyzing data from various
sources, such as customer feedback, employee surveys, market
research, and social media.
3. Identify the key value drivers and opportunities for each

stakeholder and domain based on the insights and patterns
that emerge from the value mapping exercise. This may
involve identifying new customer segments, product features,
business models, or partnerships that can create value for the
organization and its stakeholders.
4. Prioritize and validate the value opportunities based on their

feasibility, impact, and alignment with the organization's
strategic goals and values. This may involve piloting,
experiments, or simulations to test and refine the value
hypotheses.
5. Implement and scale the validated value opportunities across

the organization, using the AI Interoperability Model to align
and coordinate the stakeholders and domains involved.
By following this process, organizations can use the AI Interoperability Model

to systematically identify and pursue new opportunities for value creation
and innovation and ensure that their AI initiatives are aligned with the
needs and values of their stakeholders. Remember that business value in
Enterprise Agility is not just about the customer but about the three critical

values—customer, company, and workforce wellbeing—and the impact on
society and the planet.
How can the TriValue Company Model influence

my company?

Distinguishing Value Stream Identification, Mapping,
and Optimization
On many occasions, people do not understand the difference between

value stream identification, mapping, optimization, and value
proposition/service design. While these concepts are crucial for creating
value for customers, the company, and the workforce, they serve distinct
purposes and should not be confused with one another.
Value stream identification, mapping, and optimization focus on the end-

to-end process of delivering value to customers or stakeholders. A value
stream encompasses all the steps, from the initial stakeholder request to the
final product or service delivery. Organizations can eliminate waste, reduce
lead times, and improve efficiency by identifying mapping and optimising
value streams. This process helps companies streamline their operations
and deliver value to customers more effectively, and we have been doing it
for years.
On the other hand, value proposition/service design concentrates on

defining and crafting a company's unique value to its customers or
stakeholders. It involves collectively sensing the markets, understanding
customer needs, preferences, and pain points, and developing products or
services that address these factors. A well-designed value proposition
clearly communicates the benefits customers can expect from a company's
offerings, setting it apart from competitors.
As you can see, value stream identification, mapping, and optimization

deal with the operational aspects of delivering value, while value
proposition/service design focuses on defining and communicating the
value itself. Both are essential components of a successful business strategy
but should not be confused or used interchangeably. For space reasons, we
have only covered some parts of this process, as it would be extensive to
include everything in the book.

How AI Can Enhance Value Stream Optimization and
Value Proposition
Artificial Intelligence can play a significant role in both value stream

optimization and value proposition/service design, enabling organizations
to create more value for customers, companies, and the workforce.
In the context of value stream optimization, AI can help organizations

identify inefficiencies, bottlenecks, and improvement opportunities within
their processes. AI algorithms can provide insights into process
performance and suggest optimisation strategies by analyzing vast
amounts of data from various sources, such as sensor data, production logs,
and customer feedback. For example, AI can help predict equipment
failures, optimize resource allocation, and streamline supply chain
operations, reducing waste and improving overall efficiency.
Regarding value proposition/service design, AI can assist organizations in

better understanding customer needs and preferences, enabling them to
develop more targeted and personalized offerings. By analyzing customer
or stakeholder data, such as purchase history, browsing behaviour, and
social media interactions, AI can help companies gain deeper insights into
customer segments, identify emerging trends, and predict future demands.
This information can be used to design products and services that better
align with customer expectations, increasing customer satisfaction and
loyalty.
AI can also help organizations continuously refine and adapt their value
propositions based on real-time customer feedback and market dynamics.
By monitoring customer, company, or workforce interactions and
sentiment, AI can identify areas for improvement and suggest
modifications to product features, pricing strategies, or marketing
messages.
As you can see, AI can significantly enhance both value stream

optimization and value proposition/service design, enabling organizations
to create more value for all stakeholders. By leveraging the power of AI,

companies can streamline their operations, better understand customer
needs, connect them with company and workforce value, and continuously
adapt their offerings to meet evolving market demands.
In our opinion, AI should be considered an integral part of any

organization's strategy for creating and delivering value in the era of
accelerated change and exponential markets.

Strategic Foresight with the AI Interoperability Model
Strategic foresight means anticipating and preparing for future challenges

and opportunities. Enterprise agility is based on a deep understanding of
the trends, signals, drivers, and uncertainties that shape the economic and
social landscape and how to build a sustainable business. The Enterprise
Agility Ecosystem provides the broad Future Thinking framework for
dealing with and preparing for disruptive situations. The AI interoperability
Model expands this by helping to analyze the interactions and
interdependencies between different stakeholders, domains, and systems
with AI. In this way, organizations can develop a more holistic and
forward-looking perspective on the future of AI and its impact on their
business and society.
Future Thinking in Enterprise Agility from EAU

integrates concepts such as the TriValue Company
model (TVC), Spots Indicators, Futures, Shared Progress
Bets (SPBs) and the Shared Progress Stock Exchange. It
exercises higher levels of Mental Agility to imagine
new possibilities and establish a specific type of
collaboration to align current organizational
capabilities around shared progress. This approach
enables you to co-create a new future by discovering
it together.
For example, by analyzing the interactions between the Technologies and

Regulations domains, organizations can anticipate and prepare for future
changes in the legal and regulatory landscape that may impact their AI
initiatives, such as new data privacy laws or AI ethics guidelines. Similarly,
by analyzing the interactions between the Markets and AI-to-AI domains,
organizations can anticipate and prepare for future disruptions and
opportunities that may arise from AI systems' increasing automation and

autonomy, such as the emergence of new AI-powered platforms and
ecosystems.
The EA Future Thinking framework enhances company, market, and

workforce sensing, offering tools like the Shared Progress Stock Exchange
and Futures (indicators) to gauge, evaluate, and mitigate risks. Meanwhile,
the AI Interoperability Model provides a roadmap for analyzing domains
in a heavily AI-influenced world. To conduct strategic foresight with the AI
Interoperability Model, organizations can follow a structured process that
involves the following steps:
1. Identify the key signals, trends, drivers, and uncertainties

that are shaping the future of AI and its impact on the
organization's business and society, using the AI
Interoperability Model and the 5 Sensing model in EA as a
framework for analyzing the interactions and
interdependencies between different stakeholders and
domains. This can also be initially done together with the 6 EA
Readiness Factors.
2. Develop alternative scenarios based on the identified

signals, trends, drivers, and uncertainties using scenario
planning, backcasting, or visioning techniques. Based on
different assumptions and hypotheses about the key variables
and factors involved, these scenarios should explore different
possible futures and its impact on the organization's business
and society. These factors and scenarios can also be created
using AI platforms. The EA Future Thinking techniques and
the Shared Progress Stock Exchange practices can be used.
3. Assess the implications and opportunities of each scenario

for the organization's AI initiatives, using the AI Interoperability
Model as a guide for analyzing the potential impacts and
interactions between different stakeholders and domains. This

may involve identifying each scenario's key risks, challenges,
and opportunities and developing strategies and contingency
plans to address them.
4. Develop a preferred future vision and strategy for the

organization's initiatives based on the insights and learnings
from the scenario and AI scenario analysis. This vision and
strategy should articulate the organization's desired future
state for AI and its impact on the business and society, and
outline the key actions and investments needed to achieve it.
5. Implement and use the AI Interoperability Model to align

and coordinate the stakeholders and domains involved and
adapt to changing circumstances and new insights as they
emerge. Here, you can also use the Collective Strategic
Sensing model (CSS) from Enterprise Agility do understand
what to sense and how.
By following this process, organizations can use the AI Interoperability

Model to develop a more anticipatory and adaptive approach to AI strategy
and ensure that their AI initiatives are resilient and future-proof in the face
of changing circumstances and new challenges.

The Importance of Collaboration and Ecosystem
Thinking
To fully leverage the AI Interoperability Model's sensing, value mapping,

and strategic foresight capabilities, organizations need to adopt a
collaborative and ecosystem-oriented mindset, as proposed by Enterprise
Agility. This means recognizing that the success and impact of their AI
initiatives depend not only on their own capabilities and resources but also
on the actions and contributions of other stakeholders and domains in the
broader AI ecosystem (Shared Progress).
For example, to develop and deploy AI systems that are interoperable,

scalable, and aligned with stakeholder and societal needs and values,
companies need to collaborate with a wide range of parties, such as
technology providers, research institutions, industry associations,
regulators, and civil society organizations. By working together to develop
common standards, protocols, and best practices for AI interoperability,
these stakeholders can create a more cohesive and sustainable AI ecosystem
that benefits everyone involved.
Similarly, to anticipate and prepare for future challenges and opportunities

related to AI, organizations need to engage in ongoing dialogue and
knowledge sharing (co-creation) with other stakeholders in the AI
ecosystem, such as customers, workforce, partners, and policymakers.
By exchanging insights, experiences, and perspectives on the future of AI

and its impact on business and society, these stakeholders can develop a
more informed and nuanced understanding of the key trends, drivers, and
uncertainties that are shaping the AI landscape and co-create shared
visions and strategies for the future.

Figure 5.2: The Science of Accelerated change
However, none of this can be done sustainably without changing leaders'

understanding of how new disruptive situations affect people. This is
where the science of accelerated change and the three Enterprise Agility
Pillars provide the foundation for creating a sustainable ecosystem that
helps grow the business and impact of AI and allows people to collaborate
and grow in a low-stress, high-performance creative environment.

Conclusions
The AI Interoperability Model is a powerful tool for value mapping and

strategic foresight. Together with the Enterprise Agility Ecosystem, it
identifies new opportunities for value creation and innovation.
Additionally, it helps sense, anticipate, and prepare for future challenges
and disruptions related to AI in the long term.
By using the model to analyze the interactions and interdependencies

between different stakeholders, domains, and systems, organizations can
develop a more holistic and forward-looking perspective on the future of
AI and its impact on their business and society.
To fully leverage the value mapping and strategic foresight capabilities of

the AI Interoperability Model, organizations need to adopt a collaborative
and ecosystem-oriented mindset and engage in ongoing dialogue and
knowledge sharing with other stakeholders in the AI ecosystem. By
working together to develop common standards, protocols, and best
practices for AI interoperability and co-creating shared visions and
strategies for the future, these stakeholders can create a more cohesive,
sustainable, and value-creating AI ecosystem that benefits everyone
involved.

Pran, the lead Product Owner at MALO, sat at his desk, staring at the latest
sales figures. The company had been facing challenges due to the rapidly
changing market conditions and increased competition. Despite their best
efforts, they were struggling to meet their targets and keep up with
customer demands.
As he analyzed the data, Pran realized that their current approach to

product development was no longer effective. They needed to find a way
to create value not just for their customers but also for the company and
their employees.
Figure 5.3: Pran explaining the benefits of the TriValue Company model at Malo Company
Pran decided to bring up his concerns at the next management meeting. As

he presented his case, he could see the skepticism on some of his colleagues'
faces. "I know it sounds like a big change," he said, "but hear me out. We need to
adopt a TriValue approach—one that balances Customer Value, Company Value,
and Workforce Wellbeing Value and also integrates it with a solid AI strategy."
The CEO, Carla, leaned forward, intrigued. "Tell us more, Pran. How would
this work in practice?"

Pran explained that by focusing on all three aspects of value creation and
thinking how AI could bring value, they could develop products that not
only satisfied customer needs but also aligned with the company's strategic
goals and fostered a positive work environment for their employees.
However, not everyone was convinced. The Accountant, Aryan, raised

concerns about the potential costs and risks associated with this new
approach. "We're already struggling to meet our financial targets," he said.
"How can we justify investing in this new model? And who would pay for the AI?"
Pran acknowledged the challenges but argued that the long-term benefits
would outweigh the short-term costs. "By creating a more sustainable and
resilient organization, and having better technologies to sense and respond, we'll
be better positioned to weather future storms and seize new opportunities," he said.
After much discussion and debate, the management team agreed run a
pilot where they could map an existing value streap and try to use the
TriValue approach. Pran worked closely with that team to implement the
new model, but it wasn't without its difficulties.
Some team members struggled to adapt to the new way of working, while
others were resistant to change. Pran spent countless hours coaching and
mentoring his team, helping them to understand the benefits of mapping
the TriValue approach before effectively planning new work. He also
explained how AI could be integrated into the new experiments.
Despite the initial challenges, the pilot project began to show promising
results. By gathering insights from customers, aligning their efforts with
the company's goals, and prioritizing employee wellbeing, they were able
to develop a product that not only met customer needs with better AI
sensing capabilites but also generated significant revenue for the company.
As word of their success spread throughout the organization, other teams

began to talk about the TriValue approach, AI, and remapping their
processes. Pran became a sought-after mentor, sharing his knowledge and
experience with colleagues across the company.

Months later, as Pran sat in another management meeting, he couldn't help
but feel a sense of pride. The company's financial performance had
improved, employee engagement was at an all-time high, and customer
satisfaction ratings were through the roof.
Carla turned to Pran with a smile. "I have to admit, I was skeptical at first," she
said. "But you've shown us the power of your approach. Thank you for your
leadership and vision."
Pran nodded, knowing that the journey was far from over. There would be
more challenges and obstacles to overcome, but he was confident that by
staying true to the new principles of value mapping, they could continue
to create value for all their stakeholders and thrive in the face of
uncertainty.

THE CONVERGENCE
Chapter 6
Running AI Interoperability
Collective Sessions
Introduction
The AI Interoperability Model is a powerful tool that can be used in various

settings to help organizations, consultants, and governments navigate the
complex landscape of AI and build more adaptable, resilient, and future-
ready entities. In this section, we will explore how to run sessions or
workshops using the AI Interoperability Model in four different contexts:
1. Strategic session with executives and leaders

2. Change consultants helping to build a better company
3. A government preparing the country and society for a disruptive
AI year
4. Financial Department Preparing for a highly volatile period
Running AI Interoperability Collective Sessions | 113

A Strategic Session with Executives and Leaders
When running a strategic session with executives and leaders using this
model, the goal is to help them understand the interconnected nature of AI
and its impact on various aspects of their organization. To begin, display
the AI Interoperability Model on a large wall or screen, making it visible to
all participants. Provide each participant with a set of post-it notes and a
marker. Start the session by briefly explaining the AI Interoperability Model
and its seven domains. Then, the participants will be asked to individually
brainstorm the current state of their organization about each domain.
Encourage them to write their thoughts on post-it notes and place them on
the corresponding domain on the wall. This exercise helps participants
identify each domain's strengths, weaknesses, opportunities, and threats.
During times of accelerated change, people often

experience high levels of anxiety and stress. This can
hinder their ability to empathize and connect with
others. Enterprise Agility uses a powerful framework
called the Memorable Learning Experience (MLE) to
deal with the new reality. It is designed to enhance
the way individuals connect and collaborate,
particularly within organizations or meetings where
uncertainty and stress levels are elevated. The
Memorable Learning Experience goes beyond
traditional learning methods by creating lasting
impressions and driving meaningful change. If you
are interested in exploring MLE further, please visit
the Enterprise Agility World Community.
Next, divide the participants into small groups and assign each group one
or two domains to focus on. Ask the groups to discuss the post-it notes in

their assigned domains and identify the most critical issues and
opportunities. Each group should then present their findings to the entire
group, discussing how the different domains interact and influence each
other. Generative AI (chatbots) or AI forecasting products can be used here.
Following the group discussions, lead the participants in a brainstorming

session to identify potential strategies and initiatives to help the
organization become more adaptable and resilient in the face of AI
disruption. Encourage participants to consider how these strategies and
initiatives can be implemented across the various domains of the AI
Interoperability Model.
Finally, prioritize the identified strategies and initiatives based on their

potential impact and feasibility. Assign responsibilities and set timelines
for implementation, ensuring that the session's outcomes are actionable
and measurable.

Understanding How Change Consultants Help Build a
Better Company
Change consultants can use the AI Interoperability Model to help

companies navigate the challenges and opportunities presented by AI and
build a more adaptable and future-ready organization. When running a
session with an enterprise, consultants should first assess the organization's
current state concerning the seven domains of the AI Interoperability Model.
This can be done through interviews, surveys, and workshops with key
organizational stakeholders. Once the current state assessment is complete,
consultants should work with the company's leadership team to identify
the desired future state for each domain. This involves setting clear goals
and objectives for how the organization wants to leverage AI and become
more adaptable in the face of disruption. Generative AI (chatbots) or AI
forecasting products can be used here.
Next, consultants should facilitate a gap analysis between the current and
desired future, identifying the key challenges and opportunities the
organization needs to address. This analysis should be used to develop a
roadmap for change, outlining the specific initiatives and actions that the
organization needs to take to bridge the gap between its current state and
desired future state.
Throughout the change process, consultants should work closely with the
organization's leadership team and key stakeholders to ensure buy-in and
alignment. This may involve running additional workshops and training
sessions to build awareness and understanding of the AI Interoperability
Model and its implications for the organization.
Consultants should also help the organization establish clear metrics and
key performance indicators (KPIs, Spot Indicators, or any others) to track
progress and measure the impact of the change initiatives. Regular check-
ins and progress reviews should ensure that the organization stays on track
and makes necessary adjustments along the way.

A Government Preparing the Country and Society for
a Disruptive AI Year
Governments can use the AI Interoperability Model to help prepare the

country and society for a disruptive AI year. When running a session with
government officials and stakeholders, the focus should be on identifying
the potential impacts of AI on various sectors of society and developing
strategies to mitigate risks and capitalize on opportunities.
The AI interoperability model is a powerful tool that

lends itself to helping organizations develop new
business models and revenue streams using AI
powered products and services. Imagine a future of
remote healthcare with wearables and AI. In this
visionary future, there is no more fretting about
getting your elderly mom out of the house for doctor’s
visits or struggling to take accurate vital signs like
blood pressure and heart rate. Instead, we embrace
wearables—smart devices that monitor patients’
health in real-time—right in the comfort of their
homes. Imagine this: Your mom’s wearable detects
irregular heart rhythms. The AI recognizes it as a
potential issue and notifies her doctor. Swift action is
taken, even from a distance. No more delays or
missed signs. So, let’s embrace this transformative
power of AI, where technology meets compassion,
and healthcare reaches every corner of our lives!
Michelle Wilder, MBA, PMP, LSSBB
First, government officials should convene diverse stakeholders, including

representatives from industry, academia, civil society, and different

government agencies. The AI Interoperability Model should be presented
to the group, highlighting the interconnected nature of AI and its potential
impact on different domains. Participants should then be divided into
smaller groups, each focusing on a specific domain or sector of society, such
as healthcare, education, employment, or public safety. Each group should
discuss the potential impacts of AI on their assigned domain, identifying
both the risks and opportunities.
Next, the groups should come together to share their findings and discuss
the interconnections between the different domains. This discussion should
be used to identify cross-cutting themes and priorities for government
action.
Based on the identified priorities, government officials should work with

stakeholders to develop a comprehensive AI strategy for the country. This
strategy should outline the government's vision for leveraging AI to benefit
society while mitigating potential risks and negative impacts. The strategy
should also include specific initiatives and actions that the government will
take to support the development and adoption of AI across different
sectors. Generative AI (chatbots) or AI forecasting products can be used
here.
To ensure effective implementation of the AI strategy, government officials

should establish clear governance structures and mechanisms for
collaboration and coordination between government agencies and
stakeholders. This may involve creating new institutions or bodies
responsible for overseeing the implementation of the AI strategy and
ensuring that it remains aligned with the country's overall goals and
priorities.
Throughout the process, government officials should engage in ongoing

communication and consultation with stakeholders to ensure that the AI
strategy remains relevant and responsive to society's changing needs and
concerns. Regular reviews and updates to the strategy should be conducted
to ensure that it stays up-to-date with the latest developments in AI and its
impact on society.

Financial Department Preparing for a Highly Volatile
Period
Financial departments can use the AI Interoperability Model to prepare for a

highly volatile AI year by focusing on the domains most relevant to their
operations and objectives. When running a session with financial
department staff and stakeholders, the focus should be on identifying the
potential impacts of AI on financial processes, products, and services, as
well as developing strategies to mitigate risks and capitalize on
opportunities.
To begin, financial department leaders should convene a group of key

stakeholders, including representatives from different department areas,
such as accounting, budgeting, investment management, and risk
management. The AI Interoperability Model should be presented to the
group, highlighting the interconnected nature of AI and its potential impact
on different domains.
AI is transforming our financial landscape at an

unprecedented pace. By leveraging the AI
Interoperability Model in our collective sessions, we
can better understand the potential impacts of AI
on our financial processes, products, and services.
This helps us identify both risks and
opportunities, allowing us to develop
comprehensive strategies to navigate the
challenges and capitalize on the benefits.
Participants should then be divided into smaller

groups, each focusing on a specific area of the
Aryan
financial department's operations. Each group should Accountant
discuss the potential impacts of AI on their assigned
area, identifying both the risks and opportunities.

For example, the accounting group may discuss how AI can automate
financial reporting and analysis, while the risk management group may
discuss how AI can identify and mitigate potential financial risks.
Generative AI (chatbots) or AI forecasting products can be used here.
Next, the groups should share their findings and discuss the
interconnections between the different areas of the financial department's
operations. This discussion should be used to identify cross-cutting themes
and priorities for action.
Based on the identified priorities, financial department leaders should

work with stakeholders to develop a comprehensive strategy for the
department. This strategy should outline the department's vision for
leveraging AI to improve financial processes, products, and services while
mitigating potential risks and negative impacts. The strategy should also
include specific initiatives and actions that the department will take to
support the development and adoption of AI across different areas of its
operations. This also includes the use of the TriValue Company model.
Financial department leaders should establish clear governance structures

and mechanisms for collaboration and coordination between different
teams and stakeholders to ensure effective implementation of the strategy
and AI strategy. This may involve creating new roles or teams responsible
for overseeing the implementation of the AI strategy and ensuring that it
remains aligned with the department's overall goals and objectives.
Throughout the process, financial department leaders should engage in

ongoing communication and consultation with stakeholders to ensure that
the AI strategy remains relevant and responsive to the changing needs and
concerns of the department and the organization as a whole. Regular
reviews and updates to the strategy should be conducted to ensure that it
stays up-to-date with the latest developments in AI and its impact on
financial operations.
By using the AI Interoperability Model to prepare for a disruptive AI year,

financial departments can proactively identify and address the potential
impacts of AI or new technologies or situations on their operations while

also positioning themselves to capitalize on the opportunities that AI or any
other tools or domains presents. This can help financial departments
remain competitive and relevant in an increasingly AI-driven world while
contributing to their organizations' overall resilience and adaptability.
Conclusions
The AI Interoperability Model is a valuable framework that can help

organizations, consultants, and governments navigate the complex
landscape of AI and build more adaptable, resilient, and future-ready
entities. By understanding the interconnected nature of AI and its impact
on various domains, stakeholders can develop comprehensive strategies
and initiatives that leverage the opportunities presented by AI while
mitigating potential risks and negative effects. In strategic sessions with
executives and leaders, the model can be used to identify strengths,
weaknesses, opportunities, and threats in each domain, sparking
discussions on how different domains interact and influence each other.
This can lead to developing actionable strategies and initiatives that help
organizations become more adaptable and resilient in the face of AI
disruption.
Change consultants can use it to assess an organization's current state,

identify desired future states, and develop roadmaps for change. By
working closely with leadership teams and key stakeholders, consultants
can ensure buy-in and alignment throughout the change process while
establishing clear metrics and KPIs or Spot Indicators to track Shared
Progress and measure impact.
Governments can leverage the model to prepare countries and societies for
disruptive AI years. By engaging diverse stakeholders and identifying
cross-cutting themes and priorities, governments can develop
comprehensive AI strategies that outline their vision for how AI can benefit
society while mitigating risks. Clear governance structures and ongoing

stakeholder communication are essential for effective implementation and
responsiveness to changing needs and concerns.
Financial departments can use it to prepare for highly volatile periods by

focusing on the specific domains most relevant to their operations and
objectives. By identifying the potential impacts of AI on financial processes,
products, and services and developing strategies to mitigate risks and
capitalize on opportunities, financial departments can remain competitive
and contribute to their organizations' overall resilience and adaptability.
The AI Interoperability Model is a powerful tool for facilitating

collaboration, coordination, and strategic decision-making in all these
contexts. By providing a common language and framework for
understanding the interconnected nature of AI, the model enables
stakeholders to develop holistic, forward-looking strategies that drive
positive change and prepare for the challenges and opportunities of an AI-
driven future.

THE CONVERGENCE
Chapter 7
Maintaining Flexibility
During Accelerated Change
Introduction
As companies work towards making AI systems connect smoothly, they

need to encourage employees to stay mentally flexible. This means
constantly learning, trying out new things, and being able to adapt. And all
of this should happen without putting too much pressure on the workers.
Do you know that prolonged stress limits

flexible thinking and innovation? This means
that their ability to think adaptably and
consider alternative perspectives becomes
constrained. When we're under stress, our
brains tend to rely on habitual patterns of
thought and behavior, which can hinder
creativity and innovation. For companies
using AI, fostering mental agility is crucial!
Check the Fish Model at the EA World
Community website to know more on how to
Paula
improve Mental Agility!
Psychologist
Maintaining Flexibility During Accelerated Change | 123

The AI Interoperability Model provides an Enterprise Agility Framework
(TriValue Company Model, TVC) for developing and deploying AI systems
that create value for customers, companies, and employees while ensuring
alignment with societal needs and values. However, this model's success
depends on organizations' ability to cultivate higher Mental Agility and
innovation levels that can keep pace with the rapidly evolving AI
landscape.

The Challenges and Opportunities of AI
Interoperability
AI interoperability presents both challenges and opportunities for

organizations seeking to leverage the power of AI to drive business value
and societal impact. On the one hand, the complexity and diversity of AI
technologies, platforms, and standards can make it difficult for
organizations to develop and deploy AI systems that are interoperable,
scalable, and secure. The lack of standard protocols, interfaces, and
governance frameworks can lead to fragmentation, duplication of efforts,
and increased costs and risks.
We generally stick to old mental models until new

ways of thinking appear. During the change process,
however, we tend to see the new only through the old
lens. (Leading Exponential Change, 2018).
On the other hand, AI interoperability also presents significant

opportunities for organizations to create new value propositions, business
models, and revenue streams based on AI-powered products and services.
By enabling different AI systems to communicate, collaborate, and learn
from each other, organizations can unlock new insights, capabilities, and
efficiencies that were impossible before. Moreover, by aligning their AI
initiatives with the needs and values of customers, employees, and society
at large, organizations can build trust, loyalty, and advocacy among their
stakeholders and contribute to the greater good.

To navigate these challenges and opportunities, organizations need to
adopt higher levels of Mental Agility that embrace continuous learning,
experimentation, and adaptation as core values and practices. All of this
must go hand in hand with low stress levels in the workforce, which is why
various tools, technologies, and practices must be used to achieve this goal
during uncertain times.
According to Leading Exponential Change (2018),

Mental Agility is the ability to reframe challenges to find
new solutions even during stressful times. It's also
connected to Neuroplasticity. This is the brain ability
to reorganize itself by forming new neural
connections.
This means recognizing that the journey towards AI interoperability is not

a one-time event or a fixed destination but an ongoing discovery, iteration,
and improvement process. Many of these times will be characterized by
great uncertainty and disruption, but the effort to keep the workforce
healthy must be constant. To keep people healthy, organizations need
people with a high degree of Mental Agility in times of disruption. This
enables them to make better decisions than those driven by fear and high
cortisol levels in the brain. The latter reduces the ability to evaluate multiple
perspectives or make viable long-term decisions.
Mental Agility is the foundation for all other forms of flexibility in an

organization. Its impact on company outcomes exceeds that of a framework
or product development models. Developing high levels of Mental Agility
in employees is critical to fostering adaptability, innovation and resilience
in the ever-changing business landscape.

Figure 7.1: Five levels or dimensions of Enterprise Agility
By prioritizing higher levels of organizational and psychological health,

organizations can unleash the full potential of Mental Agility in their
employees and enable them to tackle complex challenges, make quick
decisions and achieve significant progress.

Waves and Impact on Flexibility
In Enterprise Agility, we use the term waves to describe the impact of

disruptions, challenges, and opportunities in organizations and people. A
wide range of factors, such as short work cycles, technological
advancements, market shifts, changes in customer behavior, or AI can
trigger these waves. Understanding and navigating these waves is crucial
for maintaining Mental Agility and adapting your strategy accordingly.
There are two main types of waves in Enterprise Agility:
1. More Linear Waves: These waves represent incremental changes

that follow a relatively predictable pattern. It is clear that nobody
knows the future, but it is possible to predict an estimated cadence.
They are relatively easy to anticipate and manage using traditional
agile approaches and frameworks.
2. Exponential Waves: These waves are characterized by sudden,

disruptive changes that can catch organizations off guard.
Exponential technologies like AI often drive them and can lead to
rapid, unpredictable growth or disruption.
More linear waves can generally be confronted with agile ways (Classic
Agility or Agile Evolutions) of thinking and more traditional approaches. For
example, each sprint represents a focused period of feedback, teamwork,
planning, development, and release that promotes products and
continuous improvement while allowing for adaptation to changing
market trends. This iterative approach enables your business to remain
flexible and responsive, leveraging change to drive growth and innovation.

Figure 8.2: Impact Waves in Agile companies
Organizations can surf the wave and stay alive when things get “back to
normal.” The disruption is only temporary; companies can return to relative
calm when the storm has passed.
However, in today's accelerated reality, these waves take other forms —

one where the gap between the expected reality and the actual, disrupted
reality is huge. Enterprise Agility also recognizes the concept of leaps.
Significant, transformative changes fundamentally require enterprises to
rethink their strategies and business models. They often involve a complete
shift in mindset and a willingness to embrace new ways of working.
What are waves in a company, and how can we

better adapt to them?

Waves and leaps can have a significant impact on Mental Agility and
strategy. Individuals and teams may experience increased stress,
uncertainty, and cognitive overload when faced with a wave or leap. This
can lead to a narrowing of focus and a tendency to rely on familiar patterns
and solutions, even if they are no longer effective. To maintain Mental
Agility in the face of waves and leaps, organizations can:
1. Foster a continuous learning and adaptability culture, encouraging

individuals to embrace change and develop new skills and
perspectives. Here, the science of accelerated change can help the
workforce deal better with emergent disruptive situations.
2. Provide support and resources to help individuals manage stress

and maintain wellbeing, such as mindfulness practices or access to
mental health services.
3. Encourage a balance between Broad Focus and Disciplined Focus,

allowing individuals to zoom out and consider the big picture
while also maintaining the concentration needed to make
meaningful progress on specific goals and priorities. Read more
about these types of focus in Enterprise Agility Fundamentals.
4. Leverage AI and other technologies to help identify and respond

to waves and leaps, providing real-time insights and
recommendations to support decision-making and strategy
adaptation.
Organizations can build the resilience and adaptability needed to thrive in

an ever-changing business landscape by understanding and proactively
dealing with the impact of waves and leaps in the company and constantly
assessing how they can impact employees' Mental Agility.

The Importance of Continuous Learning
One of the critical aspects for a higher level of Mental Agility and a growth
mindset for AI interoperability is a commitment to continuous and
humanly sustainable learning. Given the rapid pace of change and
innovation in AI, companies cannot afford to rely on static knowledge or
fixed assumptions about what works and what doesn't. Instead, they must
cultivate a culture of curiosity, experimentation and feedback that allows
employees to feel safe, constantly update their understanding of AI
technologies, platforms, and standards, and adapt their policies and
practices accordingly. To enable continuous learning, organizations can
leverage a range of tools and approaches, such as:
• Investing in AI education and training programs for employees,

to build their skills and knowledge of AI technologies, platforms,
and standards.
• Establishing AI centers of excellence or innovation labs that

bring together cross-functional teams to explore new AI use cases,
technologies, and business models.
• Participating in industry consortia, standards bodies, and open-

source communities to share knowledge, best practices, and
lessons learned with other organizations.
• Conducting regular assessments and audits of their systems and

processes to identify areas for improvement and optimization.
• Engaging in ongoing dialogue and feedback with customers,

partners, and other stakeholders to understand their needs,
expectations, and concerns related to the new reality.

By embracing continuous learning as a core value and practice,
organizations can develop a more agile, adaptive, and resilient approach to
AI interoperability and ensure that their AI initiatives remain relevant,
valuable, and trustworthy over time. Remember that too much stress with
learning and change hinders people's ability to perform, focus, and
mobilize for your current strategy. So, a higher level of mental agility is
vital to achieving a psychological flow state where individuals are ready
to embrace change with low stress, or, as we call it in Enterprise Agility,
are always ready.

Figure 8.3: Eustress vs. Stress, psychological flow state, and disciplined focus
One of the most necessary skills in this rapidly changing world is the
conscious ability to unlearn. Enterprise Agility also provides dozens of
practices and frameworks to help people learn and unlearn in rapidly
changing environments. One of these is the EA Circle Framework, which
facilitates unlearning information that is no longer needed. Check the EA
World Community website to know more about it!

The Value of Experimentation and Iteration
With rapidly evolving markets and the proliferation of AI, Mental Agility
is a key advantage for companies that want to stay ahead of the curve. A
key aspect of mental agility is the willingness to experiment and iterate
while processing large amounts of data from the environment (Infobesity).
Given the complexity and uncertainty of the AI landscape, companies
cannot rely on perfect planning or execution alone to achieve their goals.
Instead, they must take an agile and iterative approach that allows them to
test and refine their assumptions, hypotheses, and solutions through rapid
prototyping, piloting, and scaling.
To enable effective experimentation and iteration, organizations can use a

range of tools and approaches, such as
1. AI explainability and interpretability platforms: These tools

enable organizations to understand complex situations better and
reduce information overload (infobesity). By providing insights
into the decision-making processes of AI systems, these platforms
help teams to sense, make more informed decisions and adapt their
strategies accordingly.
2. Stress prediction and management tools: With the rapid pace of

change and pressure to innovate, it's important to prioritize
workforce wellbeing. Tools that predict employees' stress levels
daily can help companies proactively address potential burnout
and mental health issues. In addition, chatbots with AI coaches can
provide personalized support and guidance to help people
navigate new situations and manage stress effectively.
3. Governance framework and ethical guidelines: As organizations

experiment with AI, it's crucial to establish a solid governance
framework and ethical guidelines. These measures ensure
responsible and transparent experimentation while mitigating

risks and unintended consequences. By adhering to this
framework, organizations can foster stakeholder trust and
maintain the integrity of their AI initiatives.
4. Collaborative platforms and knowledge sharing: Fostering

collaboration and knowledge sharing between teams and
departments is critical to promoting a culture of experimentation
and iteration. Through the use of collaboration platforms and tools,
organizations can break down silos, facilitate cross-functional
communication and enable the rapid exchange of ideas and
insights. This collaborative approach accelerates learning,
stimulates innovation, and helps companies adapt quickly to
changing market conditions.
5. Continuous learning and training programs: To keep up with the

rapid advances in AI and maintain mental agility, companies must
invest in continuous learning and education programs for their
employees. By providing access to training, workshops and
educational resources, organizations can empower their workforce
to acquire new skills, stay up to date with the latest technologies,
and develop the Mental Agility they need to succeed in an ever-
changing landscape. Continuous learning also fosters a growth
mindset and encourages employees to embrace challenges, learn
from mistakes and continuously improve their performance.
Organizations can better manage the complexity of the AI landscape by

considering experimentation and iteration as core components of their
Mental Agility strategy. This approach allows them to adapt quickly to
changing market conditions, identify new opportunities and develop
innovative solutions that enable sustainable growth in an increasingly fast-
paced world.

The Need for Collaboration and Co-Creation
A third key aspect of Mental Agility for AI interoperability is recognizing

that no organization can achieve its goals alone. Given the complexity and
interdependence of the AI ecosystem, organizations need to collaborate
and co-create with a wide range of stakeholders, including customers,
partners, regulators, and civil society, to develop and deploy AI systems
that are interoperable, scalable, and aligned with societal needs and values.
To enable collaboration and co-creation, organizations can leverage a range
of tools and approaches, such as:
• Establishing partnerships and alliances with other organizations

that have complementary skills, resources, and expertise.
• Participating in AI industry consortia, standards bodies, and open-

source communities to develop common protocols, interfaces, and
governance frameworks for AI interoperability.
• Engaging in multi-stakeholder dialogues and forums to

understand and address AI's social, economic, and ethical
implications.
• Leveraging AI platforms and marketplaces that enable

organizations to share and access AI models, data, and services
across different domains and industries.
• Adopting open innovation and crowdsourcing approaches enables

organizations to tap into diverse stakeholders' collective
intelligence and creativity.
By embracing collaboration and co-creation as core values and practices,

organizations can develop a more inclusive, sustainable, and impactful
approach to AI interoperability and ensure their AI initiatives create value
for their business, the broader ecosystem, and society.

The traditional customer-focused approach often
relies on gathering customer feedback and using it to
inform product development or service
improvements. Cocreation in Enterprise Agility is
different. It emphasizes the active participation and
collaboration of different stakeholders throughout
the entire value creation process. It recognizes that
customers, workforce, partners, and other
stakeholders have unique insights and contributions
to offer. By involving them in the co-creation process,
organizations can tap into a broader range of ideas,
perspectives, and expertise during accelerated
change and high uncertainty.
Conclusions
Considering how to help employees have and maintain high levels of

mental agility is crucial for organizations seeking to leverage the power of
AI interoperability to drive business value and societal impact. By
cultivating a culture of continuous learning, experimentation, and
collaboration, organizations can develop a more flexible, adaptive, and
resilient approach that enables them to navigate the challenges and
opportunities of the rapidly evolving AI landscape.
The AI Interoperability Model provides a comprehensive framework for

developing and deploying AI systems that create value for customers,
companies, and the workforce while ensuring alignment with societal
needs and values. However, this model's success depends on
organizations' ability to embrace a higher and consistent level of mental

agility and to continuously learn, experiment, and collaborate with a wide
range of stakeholders, even during stressful times.
By investing in AI education and training, using AI to monitor stress levels,

establishing AI centers of excellence and innovation labs, and focusing on
prudent risk-taking, you can create a culture where everyone feels
comfortable when unexpected or disruptive situations arise. By adopting
this mindset and leveraging the tools and approaches outlined in this
section, organizations can position themselves at the forefront of the AI
revolution and contribute to developing a more inclusive, sustainable, and
beneficial AI ecosystem for all.
To learn more about measuring or improving Mental Agility in your

organization, check out the Fish model on the Enterprise Agility World
Community website.

It's Paula, the psychologist at MALO! I wanted to chat with you about
something really important in today's fast-paced world: Mental Agility.
You see, with all the rapid changes happening around us, especially with
AI and other technologies, it's crucial that we learn to adapt quickly and
maintain a flexible mindset.
Imagine you're surfing a wave, and suddenly, the wave changes direction.
If you're not mentally agile, you might panic and fall off your board. But if
you're able to quickly adjust your stance and embrace the change, you'll
ride that wave like a pro! The same goes for navigating the challenges and
opportunities that come with accelerated change in our work and lives.
Figure 7.4: Paula during a workshop about Mental Agility at MALO company
Mental agility is all about being open to new perspectives, learning from
experiences, and finding creative solutions to problems. It's about staying
curious, embracing uncertainty, and being willing to experiment and take
calculated risks. When we cultivate Mental Agility, we're better equipped to
handle the ups and downs of change and find new opportunities for
growth and success.

Now, I know what you might be thinking: "But Paula, all this change is so
stressful!" And you're right, change can be stressful. But there's a difference
between stress and eustress. Stress is that overwhelming, negative feeling
that can leave us feeling drained and anxious. Eustress, on the other hand,
is a positive form of stress that energizes and motivates us to take on
challenges and perform at our best.
The key is to find ways to turn stress into eustress by focusing on the
opportunities and benefits of change, rather than dwelling on the risks and
uncertainties. This might involve reframing our thoughts, seeking support
from others, or practicing mindfulness and self-care to maintain a sense of
balance and perspective.
As a psychologist, I've seen firsthand how Mental Agility can make all the
difference in how individuals and organizations navigate change. When
we're mentally agile, we're better able to align with new strategies, mobilize
our tools, people, and networks, and drive success and innovation in our
work. We're also better able to maintain our wellbeing and resilience in the
face of challenges and setbacks.
So, my advice to you is that you embrace mental agility as a key skill for
thriving in today's world. Stay open to new ideas and perspectives, seek
out opportunities to learn and grow, and don't be afraid to experiment and
take prudent risks. And remember, change may bring waves of
uncertainty, but with Mental Agility, you'll be able to ride those waves to
new heights of success and fulfillment!

AS WE TEACH MACHINES TO THINK, LET US NOT
FORGET TO TEACH OURSELVES TO FEEL
SECTION IV
PREPARING FOR
THE FUTURE
THE EVOLUTION OF HUMAN BEINGS IS NOT A RACE
AGAINST MACHINES, BUT A JOURNEY OF
SELF-DISCOVERY AND GROWTH IN THE FACE OF
CHANGE

THE CONVERGENCE
Chapter 8
Regulations for AI
in a Changing World
Introduction
As artificial intelligence (AI) continues to advance and integrate into

various aspects of our lives, it is crucial to consider the potential impacts on
the 7 domains: People, Organizations, Products, Markets, Regulations,
Technologies, and AI-to-AI interactions. AI might generate inequality,
unemployment, and other unintended consequences without proper
regulations and considerations for these domains. In this section, we will
explore the importance of rules for AI, focusing on the 7 domains and their
implications for companies and society as a whole.
As powerful as AI is, we can't just let it run wild

without any guidelines or oversight. We need to
make sure that it is being developed and used in a
way that benefits society as a whole, not just a
select few. There are many areas we need to focus,
such as privacy, security, transparency, and ethics.
Bias and fairness are also huge concerns for me
when it comes to AI. I believe that AI regulations
should aim to strike a balance between innovation
and protection!
Mike
Manager
Regulations for AI in a Changing World | 143

Data Quality and Bias
One of the primary concerns surrounding AI is the quality and bias of the
data used to train these systems. Many AI algorithms consume data from
public sources on the internet, which can be inherently biased. This bias can
lead to AI systems making unfair or discriminatory decisions, particularly
in sensitive areas such as hiring, lending, and criminal justice.
To address this point, regulations should mandate that AI companies

ensure the data they use is high quality, representative, and free from bias.
This may involve:
1. Establishing guidelines for data collection and preprocessing to

minimize bias
2. Requiring companies to regularly audit their AI systems for bias
and take corrective actions when necessary and unfair usage
3. Encouraging the use of diverse and inclusive datasets to train AI
systems
4. Promoting transparency in data sources and algorithms used by AI
systems
We can mitigate the risk of these technologies perpetuating or amplifying

existing societal inequalities by ensuring that AI systems are trained on
quality, unbiased data.

Regulating Copyright Materials and AI Consumption
As AI systems become increasingly sophisticated and capable of

consuming vast amounts of data, the issue of copyright regulation has
come to the forefront. Many AI algorithms are trained on copyrighted and
publicly available materials, such as books, articles, images, and videos,
raising concerns about the potential infringement of intellectual property
rights. However, while the need for regulation is clear, it is essential to
approach this issue in a way that creates flow and opportunities rather than
blockages and restrictions.
One of the primary challenges in regulating AI's consumption of

copyrighted materials is striking a balance between protecting the rights of
content creators and fostering creativity and innovation. Overly restrictive
regulations could limit the ability of AI systems to learn from and build
upon existing works, potentially stifling the development of new and
transformative technologies.
On the other hand, a lack of regulation could lead to the widespread

infringement of intellectual property rights, discouraging content creators
from producing new works and ultimately harming the creative ecosystem.
To address this challenge and build Shared Progress, regulations could:
1. Establish clear guidelines for the fair use of copyrighted materials

in AI training, allowing for limited and transformative uses that do
not undermine the market for the original works
2. Create licensing frameworks that enable AI developers to access

and use copyrighted materials in a controlled and compensated
manner
3. Encourage collaboration between content creators and AI

developers to create mutually beneficial arrangements, such as
revenue-sharing models or attribution requirements

By striking a balance between protection and innovation, regulations can
help ensure that the development of AI systems and their interoperability
respects the rights of content creators while still enabling the creation of
new and valuable technologies.
AI laws is crucial to strike a balance

between the innovation and the
protection of individual rights and
societal values. Our legal frameworks
must be designed to be flexible and
responsive to new developments. This
may include principle-based regulation
that sets out general guidelines and
objectives rather than prescriptive rules
and allows for more flexible
interpretation and application as new
scenarios emerge. As lawyers, we have a
unique opportunity and responsibility to
shape the future of AI legislation!
Layla
Lawyer

Opportunities for Job Creation and Societal Benefits
While using copyrighted materials in AI training raises concerns about

potential job displacement, particularly in creative industries, it also
presents opportunities for job creation and societal benefits.
For example, the development of AI systems that can analyze and process
vast amounts of copyrighted data could lead to the creation of new roles,
such as:
1. AI data curators, responsible for selecting, organizing, and

preprocessing copyrighted materials for use in AI training
2. AI ethics officers, tasked with ensuring that the use of copyrighted

materials in AI systems is fair, transparent, and aligned with
societal values and Shared progress.
3. AI rights and obligations leaders, responsible for negotiating and

managing licenses and permissions for the use of copyrighted
materials in AI development
Moreover, the use of AI in analyzing and processing copyrighted materials

could lead to the development of new tools and services that benefit society
as a whole, such as:
1. Personalized education and training systems that adapt to

individual learning styles and preferences
2. Enhanced accessibility tools that can convert written text into audio
or visual formats for individuals with disabilities
3. Improved search and recommendation systems that can help

individuals discover new and relevant content more easily

By focusing on the opportunities for job creation and societal benefits,
regulations can help ensure that the use of copyrighted materials in AI
development contributes to the greater good.

Collaborative Approaches to Regulation
Developing effective regulations for using copyrighted materials in AI

requires a collaborative approach involving all stakeholders, including
content creators, AI developers, policymakers, and the general public. This
may involve:
1. Conducting public consultations and workshops to gather input

and feedback from diverse perspectives
2. Establishing multi-stakeholder working groups and committees to

develop guidelines and best practices for the responsible use of
copyrighted materials in AI
3. Promoting dialogue and collaboration between content creators

and AI developers to identify mutually beneficial solutions and
opportunities to build Shared Progress
By fostering collaboration and dialogue, regulations can help ensure that

the interests of all stakeholders are considered and that the use of
copyrighted materials in AI development is aligned with societal values
and priorities.

Impact on Employment and Inequality
Another primary concern is the potential impact of AI on employment and

inequality. As AI systems become more sophisticated, they may automate
many jobs currently performed by humans, leading to widespread job
displacement. This could disproportionately affect specific demographics,
such as low-skilled workers or those in specific industries, exacerbating
existing inequalities. To address this issue, regulations should:
1. Encourage companies to invest in reskilling and upskilling

programs for employees whose jobs may be automated by AI
2. Promote the development of AI systems that augment and assist

human workers rather than replace them entirely
3. Ensure that the benefits of AI-driven productivity gains are

distributed fairly across society, such as through progressive
taxation or universal basic income schemes
4. Monitor the impact of AI on different demographics and industries

and take proactive measures to support those most affected by job
displacement
By considering the potential impact of AI on employment and inequality,

regulations can help ensure that the benefits of these technologies are
shared more evenly across society.

Considerations for the 7 Domains
When developing regulations for AI, it is essential to consider the

implications for each of the seven domains:
People: Regulations should protect individuals' privacy rights,

ensure that AI systems do not discriminate against certain groups,
and promote the development of AI that enhances human
capabilities rather than replacing them.
Organizations: Regulations should encourage companies to adopt

ethical AI practices, such as transparency, accountability, and
fairness. They should also promote collaboration between
organizations to develop industry standards and best practices for
AI.
Products: Regulations should ensure that AI-powered products are

safe, reliable, and free from bias. They should also promote the
development of AI products that address societal needs and
challenges.
Markets: Regulations should foster fair competition in AI markets,

prevent monopolies, and encourage innovation. They should also
ensure that AI does not exacerbate or create new market
inequalities.
Regulations: In this case, regulations for AI should be adaptive and

responsive to the rapid pace of technological change. They should
balance promoting innovation, protecting public interests, and be
developed through multi-stakeholder collaboration. Unbiased AI
can also used to create their own regulations.

Technologies: Regulations should promote the development of AI
technologies that are transparent, explainable, and auditable. They
should also encourage the development of AI systems that are
robust, secure, and resistant to adversarial attacks.
AI-to-AI: As AI systems become more interconnected and

autonomous, regulations should consider the potential risks and
challenges of AI-to-AI interactions, such as the emergence of
unintended behaviors or the amplification of biases.
By considering the implications of AI for each of these domains, regulations

can help ensure that the development and deployment of these
technologies are aligned with societal values and priorities.

Balancing Innovation and Public Interest
Developing effective regulations for AI requires a delicate balance between

promoting innovation and protecting public interests. Overly restrictive
regulations could hinder the development of useful AI technologies, while
a lack of regulation could lead to harmful consequences for individuals,
society, and the planet's future. To achieve this balance, regulations should
be developed through a multi-stakeholder approach that involves
collaboration between governments, industry, academia, and civil society
organizations. This will ensure that regulations are based on different
perspectives and expertise and address the needs and concerns of other
stakeholders.
Regulations should also be adaptable and flexible to allow experimentation

and innovation while providing safeguards against potential harm. This
may include regulatory sandboxes where companies can test new AI
technologies in a controlled environment under the supervision of
regulators.
Finally, regulation should be accompanied by efforts to promote public

understanding and engagement with AI. This may include initiatives to
improve AI literacy, encourage public participation in AI policy
development, and promote a culture of responsible innovation.

The Role of Companies and Society
While regulations play a crucial role in shaping the development and

deployment of AI, companies, and society as a whole also have important
responsibilities. Companies developing and using AI should adopt ethical
principles and practices, such as transparency, accountability, and fairness.
They should also invest in research and development to create AI systems
that are safe, reliable, and aligned with human values. Society, including
individuals and civil society organizations, should actively engage in
discussions and debates around AI and its implications. This may involve
advocating for policies that promote the responsible development and use
of AI, holding companies and governments accountable for their actions,
and participating in public consultations and decision-making processes.
By working together, regulators, companies, and society can help ensure
that the benefits of AI are realized while minimizing the risks and negative
consequences. This collaborative approach is essential for creating a future
in which AI serves the interests of all stakeholders and contributes to the
greater good.
Conclusions
As AI continues to evolve and shape our world, we must develop

regulations that consider the implications for the 7 domains and strike a
balance between promoting innovation and protecting public interests. By
ensuring that AI systems are trained on quality, unbiased data, considering
the potential impact on employment and inequality, and developing
regulations through a multi-stakeholder approach, we can create a future
in which AI benefits society. However, regulations alone are not enough.
Companies and society as a whole must also take responsibility for the
ethical development and deployment of AI, adopting principles and
practices that prioritize transparency, accountability, and fairness.
By working together and considering the implications of AI for the seven

domains, we can harness the power of these technologies to create a more
prosperous, equitable, and sustainable future for all.

Layla, the main lawyer at MALO, was in her office, reviewing the latest
developments in AI regulations. With the rapid advancements in artificial
intelligence, she knew that ensuring compliance would be critical to the
company's success and reputation.
As she prepared for her meeting with Laura, the Leader, and Carla, the
CEO, Layla couldn't help but feel a sense of concern. MALO had recently
faced a minor data breach, and the incident had highlighted the need for
stronger data privacy measures, especially with the increasing use of AI in
their operations.
In the meeting room, Laura and Carla were already engaged in a heated
discussion about the company's AI initiatives. "We need to move faster,"
Carla insisted. "Our competitors are already leveraging AI to improve their
products and services. We can't afford to fall behind."
Laura countered, "But we need to be cautious. We don't want to rush into

anything that could put our customers' data at risk or expose us to legal liabilities."
Layla seized the opportunity to speak. "You both raise valid points. As we
expand our AI capabilities, we must prioritize data privacy and bias mitigation.
The recent data breach has shown us that we need to strengthen our data collection
and processing guidelines to minimize risks."
Figure 8.1: Layla teaching about AI regulations at Malo Company
Carla nodded, "I agree, but we also need to consider the financial implications.
Implementing these measures will require significant resources and may slow
down our AI development."
Layla acknowledged the concern. "You're right, Carla. However, investing in

data privacy and bias mitigation is crucial for long-term success. It not only
protects our company from legal issues but also builds trust with our customers."

Laura added, "What about intellectual property rights? I've heard concerns about
AI algorithms using copyrighted material from the internet."
Layla explained, "This is a complex issue that the entire AI industry is grappling
with. While we want to encourage innovation, we must also respect content
creators' rights. I suggest we establish clear guidelines for fair use and explore
licensing frameworks to access and use data legally."
As the meeting progressed, the three leaders discussed the challenges of

balancing innovation with responsibility. They agreed that collaboration
with stakeholders, including content creators, AI developers, and
policymakers, would be essential to find mutually beneficial solutions.
Layla also emphasized the importance of regular AI audits and employee

training to ensure ongoing compliance and ethical practices. "We need to
foster a culture of responsibility at every level of the organization," she stressed.
Despite the challenges ahead, Layla felt encouraged by the open and honest
conversation. She knew that by proactively addressing the legal and ethical
implications of AI, MALO could position itself as a leader in responsible AI
adoption.
As the meeting concluded, Carla thanked Layla for her insights. "I
appreciate you bringing these issues to the forefront, Layla. It's clear that we need
to approach AI with a balanced perspective, considering both the opportunities and
the risks." Laura agreed, "Collaboration and continuous learning will be key as
we navigate this new era of AI. We must remain adaptable and open to new ideas
while staying true to our values."
As they left the meeting room, Layla knew that the journey ahead would
be challenging, but she was confident that MALO was on the right path to
becoming a leader in ethical and responsible AI adoption.

THE CONVERGENCE
Chapter 9
Society, Government, and
a New Way of Doing Things
Introduction
The rise of AI and its increasing interoperability across different sectors is

both a technological revolution and a social one. The impact of AI goes far
beyond the boundaries of companies and markets and reaches into the
fabric of our communities, institutions, and governments. We build all
concepts and ideas around the Enterprise Agility ecosystem. This provides
crucial concepts for sustainability and progress.
In this chapter, we will explore the crucial role that society and government
play in shaping the future of AI and ensuring that its transformative
potential is harnessed for the greater good.
The rapid advancement of AI has brought with it a host of complex

challenges and opportunities that require a fundamental rethinking of how
we organize and govern ourselves as a society. From issues of privacy and
security to questions of fairness, accountability, and transparency, the
development and deployment of AI raise profound ethical and social
implications that cannot be ignored. As AI systems become more
sophisticated and autonomous, we must develop new frameworks and
approaches to ensure they align with our societal values and priorities.
Society, Government, and a New Way of Doing Things | 157

A Challenge for Cohesion
At the heart of this challenge lies the need for responsible AI governance—
a collaborative and inclusive approach to shaping the future of AI that
involves all stakeholders, from businesses and researchers to policymakers
and citizens. Responsible AI governance recognizes that the development
and deployment of AI is not just a technical challenge but a social and
political one. It requires a willingness to engage in open and honest
dialogue, to consider multiple perspectives and interests, and to work
towards solutions that balance the needs of different stakeholders.
One of the key pillars of responsible AI governance is the development of

robust ethical frameworks and guidelines for developing and using AI.
These frameworks must be grounded in a deep understanding of AI's
potential risks and benefits and the values and principles we hold dear as
a society. They must provide clear guidance on data privacy, algorithmic
bias, and the responsible use of AI in decision-making processes. At the
same time, they must be flexible enough to adapt to the rapidly evolving
landscape of AI and the unique challenges and opportunities that arise in
different contexts and domains.
How can I improve transparency in AI

governance?
Another critical aspect of responsible AI governance is transparency and

accountability in developing and deploying AI systems. As AI becomes
more pervasive and influential in our lives, we must see how these systems
are designed, trained, and used. This requires a commitment to open and
transparent communication by AI developers and deployers and the
development of new tools and methodologies for auditing and evaluating
AI systems. It also requires a willingness to hold AI systems and their

creators accountable for their actions and decisions and provide
meaningful redress and recourse for those AI adversely impacts.
Beyond the development of ethical frameworks and accountability

measures, responsible AI governance also requires a fundamental shift in
how we approach innovation and collaboration at a societal level. The
challenges and opportunities AI presents are too complex and multifaceted
to be addressed by any single actor or institution. Instead, they require a
new model of collaboration and cooperation that brings together diverse
stakeholders from across society, including businesses, governments,
academia, and civil society organizations.
This new collaboration model must be grounded in a shared commitment

to the responsible development and deployment of AI for the benefit of all.
It requires a willingness to break down traditional silos and barriers, to
share knowledge and resources, and to work towards common goals and
objectives. It also requires a recognition that the development and
governance of AI is not a zero-sum game but rather an opportunity to
create shared value and benefits for all stakeholders.
One of the most promising examples of this new collaboration model is the
emergence of AI interoperability framework and standards at a planetary
scale. It provides a common language and principles for developing and
deploying AI across domains and contexts. They enable organizations and
individuals to work together more effectively, share best practices and
lessons learned, and collectively address AI's challenges and opportunities.
Developing these interoperability frameworks is not just a technical

challenge but a social and political one as well. It requires a willingness to
engage in open and inclusive dialogue, to consider the needs and
perspectives of different stakeholders, and to work towards solutions that
are both effective and equitable. It also requires a recognition that the
development and governance of AI is a global challenge that requires
global cooperation and collaboration.
Governments have a critical role in this process as regulators and enablers

of responsible AI innovation. On the regulatory front, governments must
Ensuring AI Benefits All of Society | 159

develop clear and effective policies and regulations that protect individual
rights and ensure the responsible use of AI. This includes protecting data
privacy and security, preventing algorithmic bias and discrimination, and
ensuring AI systems' transparency and accountability.
At the same time, governments must also work to create an enabling

environment for responsible AI innovation. This includes investing in
research and development, supporting the development of AI talent and
skills, and fostering collaboration and partnerships between different
stakeholders. It also includes working to ensure that the benefits of AI are
widely shared and that no one is left behind in the transition to an AI-
driven future.
Ultimately, the success of responsible AI governance will depend on the

active engagement and participation of all members of society. As
individuals, we are responsible for educating ourselves about the potential
risks and benefits of AI, participating in public discourse and decision-
making processes, and holding our institutions and leaders accountable for
the responsible development and use of AI. As communities, we are
responsible for working together to ensure that the benefits of AI are widely
shared and that the risks and challenges are addressed fairly and equitably.
The path forward is not easy, but it is essential. The stakes are high, and the
challenges are complex, but the potential benefits of AI are too great to
ignore. By working together towards a shared vision of responsible AI
governance, we can ensure that the transformative potential of AI is
harnessed for the greater good and that the future we build reflects our
highest aspirations and values as a society.
According to the renowned AI researcher and thought leader Fei-Fei Li, "AI
is not just about technology, it's about people. It's about how we use this
technology to empower people, to improve the human condition, and to
build a better future for all."

US, Europe, and China: leading Countries and AI Ethics
and Regulations
As artificial intelligence continues to advance at an unprecedented pace, it

is crucial for leading countries such as the United States, China, and those
in the European Union to take the lead in establishing ethics and
regulations for this transformative technology. These nations have the
resources, expertise, and global influence necessary to set the standards for
responsible AI development and deployment.
The European Union has already taken a significant step forward with the
landmark AI law approved by the European Parliament on March 13, 2024.
This comprehensive legislation addresses various aspects of AI, from
banning certain "unacceptable" uses to imposing strict guidelines on "high-
risk" applications. The EU's proactive approach demonstrates their
commitment to ensuring that AI is developed and used in a manner that
respects human rights, privacy, and ethical principles.
In contrast, the United States is slowly making progress on federal AI

legislation, despite the efforts of Senate Majority Leader Chuck Schumer
and others. However, some American cities and states have taken the
initiative to pass laws limiting the use of AI in areas such as policing and
hiring.
President Joe Biden has also directed government agencies to vet future AI
products for potential national or economic security risks. As the home to
many of the world's leading AI companies and research institutions, the
United States must prioritize the development of a comprehensive
regulatory framework to maintain its position as a global leader in AI
innovation while ensuring the technology is used responsibly.
China, another major player in the AI landscape, has implemented its own
set of guidelines and regulations. Companies in China must obtain proper
approvals before producing AI services, and the government has issued
rules governing the use of AI-aided algorithms for content
recommendation. As China continues to make significant advancements in

AI, it is essential for the country to collaborate with other nations in
establishing global standards for AI ethics and regulations.
Looking to the future, we should expect these leading countries to continue

refining their approaches to AI ethics and governance as the technology
evolves. International cooperation and dialogue will be key to ensuring that
AI is developed and deployed in a manner that benefits humanity as a
whole. By taking the lead in establishing ethics and regulations, the United
States, China, and the European Union can set an example for other nations
to follow, fostering a global environment that encourages responsible AI
innovation while mitigating potential risks and negative consequences.

The Importance of International Collaboration in AI
Governance
As artificial intelligence continues to advance and permeate various aspects

of our lives, it is becoming increasingly clear that no single country can
effectively address the complex challenges and opportunities presented by
this technology. International collaboration is essential for developing a
comprehensive, cohesive, and effective approach to AI governance and
ethics.
As we discussed, leading countries such as the United States, China, and

those in the European Union have already taken steps to establish their own
AI ethics and regulations. However, the global nature of AI development
and deployment needs a coordinated effort among nations to ensure that
the technology is used responsibly and in a manner that benefits all of
humanity.
International organizations such as the United Nations, the Organization for

Economic Co-operation and Development (OECD), and the World Economic
Forum (WEF) have recognized the importance of collaboration in AI
governance. These organizations have been working to facilitate dialogue
and cooperation among nations, as well as to develop guidelines and
principles for responsible AI development and use.
One key area where international collaboration is crucial is in the

development of global standards for AI ethics and safety. By working
together, nations can establish a common framework that ensures AI
systems are designed and deployed in a manner that respects human
rights, privacy, and ethical principles. We, at Enterprise Agility University,
believe that these frameworks should be based on the AI Interoperability
model or at least on the Enterprise Agility concepts of Shared Progress. Their
frameworks should also address issues such as transparency,
accountability, and fairness in AI decision-making processes.
Another important aspect of international collaboration in AI governance

is the sharing of knowledge, expertise, and best practices. By pooling their

resources and experiences, nations can accelerate the development of
effective AI policies and regulations while avoiding duplication of efforts
and potential conflicts. However, we know that this may be difficult
because AI is at the moment strategic knowledge for governments.
As we look to the future, the success of AI governance will depend on the

willingness of nations to work together towards a common goal. By
prioritizing international collaboration, leading countries such as the
United States, China, and those in the European Union can help shape the
future of AI in a manner that benefits all of humanity while mitigating
potential risks and negative consequences. As technology continues to
evolve at a rapid pace, it is essential that we remain committed to
cooperation and dialogue in order to ensure that AI is developed and used
in a responsible and ethical manner.
Conclusions
As we move into an increasingly AI-driven future, let us remember these

words. Let us work together to build a future in which AI is not just a tool
for efficiency and productivity but a catalyst for human flourishing and
positive change in the world. Let us embrace the challenges and
opportunities of this new era as a world community. And without
leadership from China, the US, or the EU as a whole, it will be more difficult
for the rest of the countries to reach consensus on how to create shared
progress during AI disruption.

THE CONVERGENCE
Chapter 10
Ensuring AI Benefits
All of Society
Introduction
As artificial intelligence becomes more competent and widely used, it

enormously affects our society. While AI can help solve many challenges,
it could also cause new problems if we're not careful. That's why as we
develop AI, we are responsible for ensuring it benefits and helps all people.
When new technologies are created, there is always a risk that only certain
groups or individuals already wealthy or powerful will reap the benefits.
AI must be developed and used to improve life for people from all
backgrounds—regardless of income, race, nationality, diversity,
neurodiversity, or any other. This means the companies, governments,
universities and other organizations working on AI must prioritize fairness
and inclusivity as core values. They must actively work to prevent AI from
harming or disadvantaging specific groups. Diversity must also be
prioritized among the teams working on AI to ensure diverse perspectives
are shaping this transformative technology.

Collaboration is Key
No single company, country, or organization can ensure that AI helps

everyone on their own. Global cooperation and open dialogue is essential.
Universities, tech companies, governments and advocacy groups
worldwide must work together to develop standards and best practices for
ethical, beneficial AI.
This collaboration can't just happen among elites and experts either. To
make sure AI truly serves the interests of all, we'll need input from
stakeholders and communities everywhere. Developers must listen closely
to people's hopes and concerns about AI and shape the technology
accordingly. Transparency will be key to maintaining public trust.
As you have already seen, the development of AI is a tremendous

opportunity and a tremendous responsibility. The potential is too great for
us to stand on the sidelines. Getting this right is everyone's concern.
As citizens, we must educate ourselves about AI and participate actively in

conversations about its development. As voters, we must push our leaders
to implement smart policies to ensure AI helps rather than harms. As
consumers, we must support companies working toward inclusive, ethical
AI. Those directly shaping technology have the greatest responsibility.
With foresight, care, and cooperation, we can create a future where artificial
intelligence lifts all of humanity. The age of AI is here—now it's up to us to
shape it into an era of shared benefit and prosperity for all.

AI and Ecological Responsibility: Building a
Sustainable Future
Another essential part of our society is to focus on building

environmentally sustainable systems to create a better future for our
children. As AI systems become more advanced and widely deployed, it is
crucial to consider their environmental impact and develop strategies for
building AI that is more ecological and sustainable. With the increasing
urgency of addressing climate change and other environmental challenges,
governments, companies, and individuals must prioritize developing
powerful, efficient, and environmentally responsible AI systems.
We must optimize our algorithms and models to be

more energy efficient. We should also focus on
developing AI systems that require less computing
power and resources to reduce the impact on the
environment. Implementing AI-powered tools to
monitor and analyze environmental data that allow
us to help decision-makers take more informed
action to protect our planet is crucial.
De Vries estimated in the paper that by 2027, the entire AI

sector will consume between 85 to 134 terawatt-hours (a
billion times a kilowatt-hour) annually. This means half a
percent of global electricity consumption by 2027. AI Daniel
systems, particularly those involved in training large Developer
models and processing vast data, can consume significant
energy and resources. For example:
1. Training a single large AI model can consume as much energy as

the lifetime carbon footprint of five average cars, according to a
study by the University of Massachusetts Amherst.

2. Data centers, which are essential for hosting and running AI
systems, account for about 1% of global electricity consumption,
and this figure is expected to rise as AI becomes more widespread.
3. The production of hardware components used in AI systems, such

as processors and memory devices, can also have significant
environmental impacts, including the depletion of rare earth
minerals and the generation of electronic waste.
These environmental costs underscore the need for a concerted effort to

develop AI systems that are more sustainable and ecological.

Strategies for Building Ecological AI
To address the environmental impact of AI, governments, companies, and

researchers should adopt multidimensional strategies, such as:
1. Investing in renewable energy sources to power data centers and

other infrastructure used for AI development and deployment
2. Developing more energy-efficient hardware components and

algorithms that can reduce the power consumption of AI systems.
Governments can also ensure that companies use efficient
algorithms and reward these companies with awards or more
favorable taxes.
3. Encouraging the use of transfer learning and other techniques that

can reduce the need for energy-intensive training of new models
from scratch
4. Promoting the development of AI systems that can help address

environmental challenges, such as climate modeling, renewable
energy management, and sustainable agriculture
5. Establishing guidelines and standards for the responsible

development and deployment of AI systems, including
considerations of environmental impact
By adopting these strategies, we can work towards building AI systems

that are not only powerful and beneficial but also sustainable and
ecological.

The Role of Governments
As you can see, governments have a critical role in promoting the

development of ecological AI and ensuring that the environmental impact
of these technologies is adequately managed. This can involve:
1. Providing funding and incentives for research and development of

sustainable AI technologies
2. Establishing regulations and standards for the energy efficiency

and environmental impact of AI systems
3. Encouraging collaboration between industry, academia, and

government to develop and deploy ecological AI solutions
4. Incorporating considerations of AI sustainability into national and

international climate change and environmental policies
5. Educating the public about the environmental impact of AI and the

importance of developing sustainable technologies
By making ecological AI a priority in their agendas, governments can help

drive the transition to a more sustainable and responsible approach to AI
development and deployment.

Tackling possible challenges and obstacles
On the road to AI adoption and interoperability, companies and

governments can find various challenges and obstacles. While the AI
interoperability model and Enterprise Agility provide a solid foundation
for overcoming this complexity, it is important to be aware of potential
challenges and develop strategies to overcome them.
One of the most common challenges is resistance to change. Adopting AI

and adapting to new ways of working can be daunting for employees who
are concerned about job security or feel uncomfortable with new
technologies. To combat this, companies should focus on open
communication, employee engagement and training programs that
highlight the benefits of AI and how it can enhance, not replace, human
skills. Here, we recommend using the Change Journey Pyramid (CJP).
Check the EA World Community website to find more about this
framework. Another obstacle is the lack of AI qualified individuals. Many
companies struggle to find and retain employees with the right AI skills
and knowledge. Investing in upskilling and retraining programs for
current employees, working with schools to develop AI talent and creating
a culture of continuous learning and knowledge sharing can help close this
gap.
The quality and accessibility of data can also be a challenge. As we

mentioned in chapter 9, AI systems need high-quality, easily accessible
data to function well. It can be difficult for companies to ensure the
accuracy, consistency and availability of data across different departments
and systems. To solve this problem, companies should invest in data
governance frameworks, data cleansing and pre-processing techniques and
secure data exchange protocols.
Ethical concerns and bias are also a critical issue. If AI systems aren't
designed and implemented responsibly, they can reinforce or exacerbate
existing biases. Companies need to prioritize ethical practices in AI
development, such as assembling diverse and inclusive teams, testing for
bias and establishing clear guidelines for the responsible use of AI.

As organizations become increasingly dependent on AI and connected
systems, they also become more vulnerable to cyber threats. To mitigate
these risks, organizations should invest in strong cybersecurity measures
such as encryption, access controls and regular security audits, and
promote a culture of cybersecurity awareness among employees.
It can also be a challenge to keep up with the evolving regulatory landscape

for AI. To ensure compliance, companies should educate themselves on
relevant regulations, participate in industry forums and standardization
bodies, and work with policymakers to shape the future of AI governance.
Proving the return on investment (ROI) for AI initiatives can be difficult

as the benefits aren't always immediately apparent or easily quantifiable.
Companies should establish clear metrics and KPIs to measure the impact
of AI and take a long-term view of value creation that considers not only
financial returns, but also improvements in efficiency, customer
satisfaction and employee wellbeing.
Finally, many companies have complex, outdated IT platforms that are

difficult to integrate with new AI technologies. To overcome this challenge,
companies should adopt a modular, API-driven architectural approach
that enables flexible integration and interoperability between different
systems and platforms.
By proactively addressing these challenges and obstacles, organizations

can create a more resilient and adaptable foundation for AI adoption and
interoperability. This requires a combination of technical solutions,
organizational change management strategies and a commitment to
responsible and ethical AI development practices.
Ultimately, the key to overcoming these challenges lies in fostering a

culture of continuous learning, collaboration and innovation, where
employees at all levels have the opportunity to experiment, take risks and
learn from mistakes. By embracing the principles of enterprise agility and
the AI interoperability model, organizations can navigate the complexity of
AI adoption and realize the full potential of this transformative technology
to drive business value and societal impact.

Measuring Success and ROI
As organizations invest in AI interoperability and Enterprise Agility, it is

crucial to measure the success and return on investment (ROI) of these
efforts. Tracking Shared Progress and demonstrating value can help justify
continued investment, identify areas for improvement, and ensure that
these initiatives are aligned with broader business goals.
However, measuring the success and ROI of AI interoperability can be

challenging, as the benefits may not always be immediately visible or easily
quantifiable. Traditional financial metrics, such as revenue growth or cost
savings, may not fully capture the value of these initiatives, which often
involve intangible benefits like increased agility, innovation, and employee
engagement.
To effectively measure success and ROI, organizations should adopt a

holistic approach that considers a range of metrics and key performance
indicators (KPIs) across different dimensions of value creation. This may
include:
1. Operational efficiency: Measuring improvements in process

automation, cycle times, resource utilization, and error reduction
can help demonstrate the operational benefits of AI
interoperability and Enterprise Agility.
2. Stakeholder satisfaction: Tracking metrics such as stakeholder

retention, net promoter score (NPS), employee turnover, and
stakeholder lifetime value can help show how these initiatives are
improving customer experiences and loyalty. Remember that the
AI Interoperability model focus on a TriValue approach (customer,
company, workforce wellbeing)
3. Sustainable Innovation and time-to-market: Tracking the number

of new products or services launched on how they impacted
stakeholders, the speed of development and deployment, and the

revenue generated from new offerings can help show how these
initiatives are driving innovation and competitiveness.
4. Ecosystem collaboration and value creation: Measuring the

number and quality of partnerships, the value generated through
collaborative initiatives, and the speed of decision-making and
problem-solving can help demonstrate the benefits of AI
interoperability in fostering ecosystem collaboration and shared
value creation.
By adopting a comprehensive and strategic approach to measuring success

and ROI, organizations can build a strong business case for AI
interoperability and Enterprise Agility and ensure that these initiatives are
delivering tangible value and driving long-term success. This requires a
commitment to continuous monitoring, learning, and adaptation, as well
as a willingness to experiment with new metrics and measurement
approaches as the landscape evolves.

Sector-Specific Considerations
While the AI Interoperability Model and the Enterprise Agility ecosystem

provide a comprehensive foundation for navigating the complexities of AI
adoption and integration, it is important to recognize that different sectors
may have unique challenges, opportunities, and considerations.
Understanding how these approaches can be adapted and applied in
specific industries can help organizations tailor their approaches and
unlock the full potential of AI and Enterprise Agility in their unique
contexts.
HEALTHCARE
In the healthcare sector, AI has the potential to revolutionize patient care,

streamline operations, and accelerate medical research. However,
healthcare organizations must also navigate complex regulatory
requirements, data privacy concerns, and the need for human-centered,
compassionate care. When applying the AI Interoperability Model and
implementing Enterprise Agility frameworks in healthcare, organizations
should consider:
1. Prioritizing patient safety and privacy: Ensuring that AI systems

are designed and implemented in a way that protects patient data,
maintains confidentiality, and minimizes the risk of errors or
adverse events.
2. Collaborating with clinical experts: Engaging healthcare

professionals in the design, development, and deployment of AI
systems to ensure that they are clinically relevant, user-friendly,
and aligned with patient needs and preferences.
3. Addressing ethical considerations: Developing clear guidelines

and governance frameworks for the use of AI in healthcare,
including considerations around bias, transparency, and
accountability.

FINANCE
In the finance sector, AI has the potential to transform risk management,

fraud detection, customer service, and investment strategies. However,
financial institutions must also navigate regulatory compliance, data
security, and the need for trust and transparency. When applying the AI
Interoperability Model and implementing the Enterprise Agility ecosystem in
finance, organizations should consider:
1. Ensuring regulatory compliance: Designing and implementing AI

systems in a way that complies with relevant financial regulations
and standards, such as anti-money laundering (AML) and know-
your-customer (KYC) requirements.
2. Prioritizing data security and privacy: Implementing robust data

governance and security measures to protect sensitive financial
data and maintain customer trust.
3. Enhancing transparency and explainability: Developing AI

systems that are transparent and explainable, so that customers
and regulators can understand how decisions are being made and
hold financial institutions accountable.
MANUFACTURING
In the manufacturing sector, AI has the potential to optimize production

processes, improve quality control, and enable predictive maintenance.
However, manufacturing organizations must also navigate the challenges
of integrating AI with legacy systems, ensuring worker safety and job
security, and adapting to changing market demands. When applying the
AI Interoperability Model and implementing the Enterprise Agility
ecosystem in manufacturing, organizations should consider:

1. Integrating AI with operational technology: Designing and
implementing AI systems that can seamlessly integrate with
existing operational technology (OT) systems, such as industrial
control systems and robotics.
2. Prioritizing worker safety and training: Ensuring that AI systems

are designed and implemented in a way that prioritizes worker
safety and job security, and providing training and support to help
workers adapt to new technologies and ways of working.
3. Enabling flexibility and adaptability: Developing AI systems that

can quickly adapt to changing market demands, customer
preferences, and supply chain disruptions, enabling manufacturers
to remain agile and competitive.
Across all sectors, organizations should approach the adoption and

integration of AI and the Enterprise Agility ecosystem with a spirit of
experimentation, learning, continuous improvement, and Shared Progress.
This may involve starting with small, focused pilots and proofs-of-concept,
and gradually scaling up successful initiatives over time. It may also
involve collaborating with industry partners, academic institutions, and
government agencies to share best practices, develop common standards
and protocols, and address shared challenges and opportunities.
By taking a sector-specific approach to AI interoperability and Enterprise

Agility, organizations like yours can unlock the full potential of these
powerful frameworks to drive innovation, efficiency, and TriValue creation
in their unique contexts. This requires a deep understanding of the specific
challenges and opportunities facing each sector, as well as a willingness to
adapt and tailor approaches based on the needs and priorities of different
stakeholders. By keeping this people-centered perspective at the forefront,
companies can navigate the complexities of AI adoption and
interoperability with greater confidence, resilience, and success.

Conclusions
As we have explored throughout this chapter, ensuring that AI benefits all

of society is a complex and multifaceted challenge that requires the active
participation and collaboration of governments, companies, researchers,
and individuals alike. This also requires considering the interconnected
network of the 7 AI interoperability domains. It is not enough to simply
develop powerful and efficient AI systems; we must also prioritize fairness,
inclusivity, and sustainability as core values in developing and deploying
these technologies. The potential benefits of AI are immense, from solving
complex global challenges to improving the quality of life for people
worldwide. However, we must be vigilant in addressing AI's potential risks
and negative consequences, such as job displacement, privacy concerns,
and the exacerbation of existing social inequalities. To build a future in
which AI benefits all of society, we must work together to establish clear
guidelines, regulations, and ethical frameworks for the responsible
development and use of these technologies. This includes investing in
research and development of AI systems that are transparent, accountable,
and aligned with human values, as well as promoting diversity and
inclusion in the teams and organizations shaping the future of AI. The road
ahead may be complex and uncertain. Still, with foresight, care, and
cooperation, we can navigate this new era of artificial intelligence in a way
that uplifts and empowers people from all walks of life.

THE CONVERGENCE
Chapter 11
Ecological, Sustainable, and
Harmonious in the Era of Disruption
Introduction
As we navigate the rapidly evolving landscape shaped by artificial

intelligence (AI) and other disruptive technologies, it becomes increasingly
clear that our current ways of doing things are no longer sustainable. The
challenges we face today—from climate change and resource depletion to
social inequality and economic instability—demand a fundamental shift in
our approach to business, innovation, and societal progress.
Figure 11.1: A harmonious world requires a holistic view that incorporates ecological
principles and the seamless fusion of AI technologies
Ecological, Sustainable, and Harmonious in the Era of Disruption | 179

In this last chapter from the section, we will explore how the AI
Interoperability Model can serve as a foundation for building a new way of
doing things that is ecological, sustainable, and harmonious in the era of
disruption.

The Need for a Paradigm Shift
A focus on short-term profits, endless growth, and the exploitation of

natural and human resources, or an obsession with customer demands has
driven the traditional paradigm of business and innovation. This approach
has led to many negative consequences, including environmental
degradation, social inequality, and economic instability. As we face the
challenges of the 21st century, it is clear that we need a new paradigm that
prioritizes sustainability, resilience, and the well-being of all stakeholders
and Shared Progress.
The AI Interoperability Model provides a framework for this paradigm shift

by emphasizing the interconnectedness of different domains and the need
for a holistic approach to innovation and value creation. We can develop
technically feasible, socially responsible, and environmentally sustainable
solutions by considering the impact of AI and other technologies on people,
organizations, products, markets, regulations, and the environment.
One of the key principles of the new paradigm is ecological and, strategic
and sustainable innovation. This means developing products, services, and
business models to minimize negative environmental impacts and
maximize positive social and economic outcomes. By leveraging the power
of AI and other technologies, we can create solutions that are more efficient,
resilient, and adaptable to changing conditions.
For example, AI-powered precision agriculture can help farmers optimize

crop yields while reducing water use, fertilizers, and pesticides. Smart grid
technologies can enable more efficient and sustainable energy
management, reducing greenhouse gas emissions and improving energy
access for underserved communities. Circular economy models, enabled by
AI and other technologies, can help reduce waste and promote the reuse
and recycling of resources.
To achieve ecological and sustainable innovation, organizations must

adopt a systems thinking approach that considers the entire lifecycle of
products and services, from raw materials to end-of-life disposal. This
requires collaboration across different domains and stakeholders,

including suppliers, customers, regulators, and local communities. By
working together to develop shared goals and metrics for sustainability, we
can create a more resilient and regenerative economy that benefits all.
As an AI scientist, I believe that developing

sustainable AI is crucial for our planet's future. We
must create AI systems that not only perform well but
also have a minimal environmental impact. This
means designing AI that is energy-efficient, uses
renewable resources, and minimizes waste. By
prioritizing sustainability in AI development, we can
ensure that these powerful technologies benefit
society without harming the environment. In the
coming months, it's essential that we focus on creating
AI that is both effective and eco-friendly. Only by
taking a holistic, sustainable approach can we harness
the full potential of AI while protecting our planet for
generations to come.
Mohammed Usama, AI Developer

Harmonious and Shared Progress
Another key principle of the new paradigm is harmonious and inclusive

progress. This means ensuring that the benefits of AI and other
technologies are distributed fairly and equitably and that no one is left
behind in the transition to a more sustainable and resilient future. By
prioritizing social and economic inclusion, we can create a more just and
stable society that can better withstand the challenges of the 21st century.
What are the first steps to take if I want to

implement Shared Progress in my company?
To achieve harmonious and inclusive progress, companies must adopt a

TriValue approach that considers the needs and perspectives of all affected
parties, including employees, customers, suppliers, and local communities.
This requires transparent and participatory decision-making processes and
investments in education, training, and social safety nets to support those
who may be adversely affected by technological disruption.
AI and other technologies can play a critical role in promoting social and
economic inclusion by enabling more personalized and accessible services,
such as healthcare, education, and financial services. For example, AI-
powered chatbots and virtual assistants can provide 24/7 support and
guidance to individuals who may not have access to traditional services.
Blockchain technologies can enable secure and transparent financial
transactions, empowering individuals and communities excluded from the
formal economy.
In the era of disruption, building resilience and adaptability is essential for

organizations and societies to thrive. This means developing the capacity
to sense, anticipate, prepare for, and respond to unexpected challenges and
opportunities, such as technological breakthroughs, market shifts, and

environmental crises. We can create more flexible, responsive, and
sustainable systems that adapt to changing conditions by cultivating an
always-ready, responsive, and innovative culture.
Enterprise Agility and the AI Interoperability Model provide a framework for

building resilience and adaptability by emphasizing the importance of
cross-domain collaboration, data-driven decision-making, and iterative
development processes. By breaking down silos and fostering open
communication and knowledge sharing, organizations can leverage the
collective intelligence of diverse stakeholders to identify and respond to
emerging challenges and opportunities.
AI and other technologies can also help build resilience and adaptability by
enabling real-time monitoring, predictive analytics, and scenario planning.
For example, AI-powered early warning systems can help detect and
respond to potential threats, such as natural disasters, pandemics, or cyber-
attacks. Digital twins and simulation technologies can help organizations
test and refine their strategies and operations in virtual environments
before deploying them in the real world.
Leadership and governance play a critical role in building a new way of

doing ecological, sustainable, and harmonious things. Leaders must have
the vision, courage, and empathy to drive change and inspire others to join
the journey. They must navigate complex and uncertain environments,
build trust and collaboration across stakeholders, and make difficult trade-
offs between short-term gains and long-term sustainability.
Effective governance is also essential to ensure that the development and

deployment of AI and other technologies are aligned with societal values
and priorities. This requires transparent and accountable decision-making
processes and robust ethical frameworks and regulations to mitigate
potential risks and unintended consequences. By engaging diverse
stakeholders in the governance process, including civil society
organizations, academic institutions, and local communities, we can create
more inclusive and legitimate solutions that reflect the needs and
aspirations of all.

Conclusions
As we face the challenges and opportunities of the era of disruption,

building a new way of doing things that is ecological, sustainable, and
harmonious is not only a moral imperative but also a strategic necessity. By
leveraging the power of AI and other technologies and adopting the
principles of the AI Interoperability Model, we can create a more resilient,
inclusive, and regenerative future for all.
This requires a fundamental shift in mindset and approach, from focusing

on short-term profits and endless growth to focusing on long-term
sustainability and shared value creation. It requires collaboration across
different domains and stakeholders and a willingness to experiment, learn,
and adapt in the face of uncertainty and change. Building shared goals and
metrics for sustainability and inclusion can create a more just and stable
society that benefits all.

Daniel, a developer at MALO, was deep in thought as he walked through

the company's busy cafeteria. He had been coping with the challenge of
implementing ecological and sustainable AI practices in their initiatives. As
he scanned the room, he spotted Paula, the company's psychologist, sitting
alone at a table, engrossed in her phone. "Can I sit with you? It’s Daniel."
Daniel asked, approaching her table. Paula smiled politely. "Sure, Daniel.
Please, have a seat."
As Daniel sat down, he hesitated for a moment before speaking. "Paula, I've
been thinking a lot about how we can use AI to help society and the environment,
but it's proving quite difficult to get everyone on board"
Paula put down her phone and gave Daniel her full attention. "I can imagine
that. It's a complex issue that requires the agreement of the various stakeholders.
What particular challenges are you facing?"
Daniel sighed. "Well, first of all, our customers are primarily concerned with
short-term profits and cost reductions. Sustainability doesn't seem to be a priority
for them in their AI projects."
"That's a common problem," Paula acknowledged. "Many companies are under

pressure to deliver results quickly and within budget. Convincing them to invest
in sustainable AI practices can be an uphill battle."
Daniel nodded. "Exactly! I mean, AI has so much potential to help us tackle

climate change, reduce waste and create more efficient systems. But I feel like we're
not making much progress."
Paula leaned forward and frowned thoughtfully. "Have you ever tried to
present the long-term benefits of sustainable AI to your clients? Maybe highlight
how it can improve their brand image, attract environmentally conscious
customers and save costs in the long run?"
Daniel's eyes widened. "That's a good point. I guess I've been so focused on the
technical aspects that I haven't really considered the business perspective."

"It's important that you speak their language," Paula advised. "Show them how
sustainable AI fits with their goals and values."
Daniel nodded and made a few notes. "I think we also need to educate our own
team about the importance of sustainable AI. Maybe we could organize internal
workshops and training sessions."
Paula smiled. "That's a great idea! Raising awareness and skills within the
company can help create a culture that values sustainability."
As they thought about it further, Daniel realized that the challenges go

beyond their own company. "We should also work with other organizations and
industry partners to develop best practices and standards for sustainable AI"
Paula agreed. "Absolutely! Collaboration is key. We can learn from each other's
experiences and work together to drive change."
Daniel felt a new sense of purpose, but he also knew that the road ahead
would be challenging. Changing mindsets and practices would take time
and persistent effort.
As the conversation drew to a close, Paula offered him a few words of

encouragement. "Remember, Daniel, change starts with passionate people like
you who are willing to push boundaries. Keep pushing for sustainable AI and don't
be discouraged by setbacks. Every small step counts."
Daniel thanked Paula for her insights and support. He knew that
implementing sustainable AI practices would be an ongoing process, but
he was determined to take it one project at a time.
As he left the cafeteria, Daniel felt a mixture of excitement and

apprehension. He knew it would be a challenge to convince customers,
train colleagues and collaborate with partners, but he believed in the
potential of AI to create a more sustainable future. With a renewed sense of
purpose, he went back to his desk, ready to tackle the challenges head on.

SECTION V
CONNECTING WITH
ENTERPRISE AGILITY
THE TRUE MEASURE OF AI'S SUCCESS IS NOT IN ITS
ABILITY TO REPLICATE HUMAN INTELLIGENCE BUT
IN ITS CAPACITY TO ENHANCE HUMAN POTENTIAL

POCKET EDITION
THE CONVERGENCE
Chapter 12
Enterprise Agility and the AI
Interoperability Model
Introduction
As you have learned so far, organizations are facing unprecedented

challenges driven by accelerated change, exponential markets and
disruptive technologies such as artificial intelligence (AI) and the impact of
leveraging short work cycles.
Figure 12.1: Enterprise Agility Dynamics
Enterprise Agility and the AI Interoperability Model | 191

To succeed in this new reality, companies must go beyond traditional agile
mindsets (Classic Agility) and take a more comprehensive approach that
incorporates organizational, social, and business aspects. This is where
enterprise agility comes into play.
Enterprise Agility is a holistic organizational, social, and business model

that enables companies to adapt to accelerated change and exponential
market conditions while prioritizing workforce wellbeing, customer needs,
and overall company value. It goes beyond the scope of classic agility,
which primarily focuses on software development and extends to all
aspects of the organization.
The Enterprise Agility Way of Thinking (EAWT) represents a mindset

oriented around Shared progress, the science of accelerated change, and
more than 160 models and frameworks to deal with the new reality. It
encourages organizations to view challenges as opportunities and embrace
uncertainty as a chance to make sustainable progress rather than avoid
risks alone.
The Enterprise Agility Way of Thinking (EAWT)

represents a mindset oriented around shared
progress, mutual benefit, and partnership. It means
choosing to see challenges as possibilities and
embracing uncertainty as an opportunity to make
sustainable progress together rather than avoiding
risks alone. The EAWT is based on science and 12
principles for accelerated change.
Classic Agility, as summarized in the Agile Manifesto 2001 has been

instrumental in transforming software development and product
management. However, it was created in a different era, focusing on

solving challenges specific to the software industry. As businesses have
evolved and the pace of change has accelerated, the limitations of Classic
Agility have become apparent. The Agile Manifesto has changed software
work, but it also has some limitations that have led to several anti-patterns
in organizations:
1. No women co-wrote it. The 17 initial signatories were all men, so

the critical female perspective in the tech industry was missing.
This omission marginalized women’s experiences and needs.
2. The authors were mainly from Western countries. Worldviews

and insights from other cultures and regions that could have
enriched the manifesto were not considered. This limited scope
makes the ideas less relevant or globally applicable.
3. The manifesto is focused on software development. It can be

tough in practice to transfer Agile ideas to other industries due to
their unique complexities. The principles do not fully address the
diverse initiative requirements outside of IT.
4. It does not provide a new financial model. The Manifesto does not
offer an evolved economic or financial model for companies. It just
looks at product design steps. It does not provide companies with
new money-making models for fast, complex markets. It does not
help update how profits are made or invested as industries change
radically. The Manifesto skips this fundamental question of new
financial blueprints.

5. It offers no guidance if business models are disrupted. It does not
help companies respond when market changes radically alter
entire business models and revenue streams. The Agile Manifesto
pushed helpful change in software. But we believe it had apparent
gaps that were missing more expansive views.
Figure 12.2: From Agile and Agile Evolutions to Enterprise Agility
This shows why we need to include all people’s thinking today. Enterprise
Agility does this well. It helps teams welcome different minds, skills and
styles. This diversity strengthens companies dealing with constant change.
Agile evolutions, such as SAFe, Agile 2.x, and Business Agility, have
attempted to extend and scale agile principles throughout the organization.
While these approaches offer valuable tools and techniques, they often
struggle to address modern enterprises' full scope of challenges,
particularly when confronting the new reality of AI and exponential
change.
To create truly sustainable organizations, a new way of thinking is

required—one that incorporates insights from diverse fields fosters a
culture of adaptability and resilience and prioritizes shared progress over

short-term gains. Enterprise Agility and the EAWT provide the framework
and mindset to achieve these goals.
What are the differences between Classic Agility,

Business Agility, and Enterprise Agility?

The Link between the AI Interoperability Model and
Enterprise Agility
Enterprise Agility and the AI Interoperability Model are intrinsically linked,

as they both aim to help organizations navigate the complexities of AI
adoption and interoperability in the face of accelerated change and
exponential market conditions. By leveraging the different frameworks and
models from the three foundational pillars—the Science of Accelerated
Change, Components to Strengthen People and Organizations, and Models to
Sense, Adapt, and Respond to Exponential Markets—organizations can develop
more effective strategies for creating value through AI while ensuring
alignment with societal needs and values.
The AI Interoperability Model provides a structured approach for

organizations to assess and optimize their AI initiatives across the seven
key domains. At the same time, Enterprise Agility offers the necessary
mindset, culture, and capabilities to adapt and thrive in a rapidly changing
business environment. Together, these frameworks enable organizations to
harness the power of AI in a responsible, sustainable, and value-creating
manner.

The Three Foundational Pillars of Enterprise Agility
Enterprise Agility is built upon three foundational pillars that enable

organizations to navigate the complexities of accelerated change and
exponential markets:
1. The Science of Accelerated Change

2. Components to Strengthen People and Organizations
3. Models to Sense, Adapt, and Respond to Exponential Markets
The Science of Accelerated Change pillar helps understand human

behavior, how the brain acts, the biological impact of change, and how to
mobilize the organization. You can develop strategies to foster adaptability
and resilience during times of high uncertainty.

Figure 12.3: Three Foundational Pillars of Enterprise Agility

The Components to Strengthen People and Organizations pillar includes the
TriValue Company Model (TVC), Three Universal Outcomes, and
Universal Agreements. These components help organizations create a
culture of shared progress, mutual benefit, and partnership, ensuring that
the needs of customers, the company, and the workforce are balanced and
prioritized.
The Models to Sense, Adapt, and Respond to Exponential Markets pillar

consists of the Four Aspects (Individuals, Change, Strategy, and Leadership),
the Enterprise Agility Body of Knowledge (EABOK), and Sustainability
Zones. These models provide a structured approach for organizations to
anticipate, prepare for, and address emerging challenges and opportunities
in a rapidly changing business environment.
Enterprise Agility also offers 12 principles for accelerated change that

change leaders can use to design solutions in innovative ways.

Five Levels of Agility
To understand the impact of AI in the enterprise, Enterprise Agility

provides a great model that takes into account the 5 levels of agility:
1. Technical Agility
2. Structural Agility
3. Outcomes Agility
4. Social Agility
5. Mental Agility
These dimensions provide a comprehensive view of an organization's

adaptability and sustainability when faced with accelerated change and
disruption.

Figure 12.4: Five levels of Enterprise Agility
Organizations can develop the necessary capabilities to thrive in the new

reality by assessing and improving performance across these dimensions.

Technical agility
Help evaluate how software products and AI systems are
designed, developed, and deployed from a technical perspective to
enable rapid iteration, continuous integration, deployment, and
modular components. This ensures that products or AI technology
can be adapted quickly.
Structural Agility
Assess whether organizational structures and processes support
collaboration between technical AI talent and business domain
experts to facilitate learning and productive testing. Breaking
down AI silos.
Outcomes Agility
Help sense, measure, and understand how to place new products
on the market, what strategies exist to integrate AI into existing
products, and how to align individuals with a new strategy and
low-stress levels in record time.
Social Agility
Focus on how people connect and how AI can improve social
aspects and knowledge sharing, including developing AI solutions
to improve communication and trust.
Mental Agility
Help people reframe situations with low-stress levels, even in
times of disruption.
Considering all levels enables an organization to pursue AI initiatives in a

way that responsibly unlocks the most value for customers and the
business while empowering their workforce. The 5 levels help identify gaps
that could undermine AI success if left unaddressed. A systemic
perspective is critical.

The TriValue Company Model
At the heart of Enterprise Agility lies the TriValue Company Model (TVC),
which represents a comprehensive financial and value creation approach
for sustainability and Shared progress based on common interests across
Customer, Company, and Workforce wellbeing. This optimizes financial
and value creation structures for complexity, accelerated change, and
innovation.
The TriValue Company Model (TVC) ensures that organizations are

sensitive enough to recognize new opportunities and stable enough to turn
discoveries into progress. It enables autonomy, partnership, and rapid
company restructuring (new business models) in response to new priorities
while also incorporating an extensive section on business innovation called
Future Thinking.
By adopting the TriValue Company Model (TVC) and prioritizing Shared

Progress, organizations can create a sustainable ecosystem that benefits all
stakeholders and contributes to the greater good of society.

Figure 12.5: Six components of shared progress

Sustainability Zones in EA and the AI Interoperability
Model
The Sustainability Zones in Enterprise Agility provide insights into an

organization's capabilities, boundaries and priorities to build day-to-day
resilience in the face of accelerated change and exponential markets.

Figure 12.6: Six Sustainability Zones in Enterprise Agility. Download it from
EAU.University
There are six zones, ranging from reactive and unsustainable to

dynamically optimized for disruption:
• Apathy zone: Companies see that familiar approaches persist, and

change is incremental. Sustainability depends on stability, not
adaptability. Limited visibility into external dynamics or emerging
opportunities (Not sustainable).

• Awareness zone: Organizations see that awareness grows of the
need for new mindsets and skills to navigate increasing
complexity. Curiosity emerges around new practices enabling
agility and shared progress. Initial experimentation begins (Initial
sustainability).
• Exploration zone: Businesses see that commitment to building new

capabilities for Enterprise Agility expands through discovery and
partnerships. While outcomes remain uncertain, learning from
early wins fuels motivation to continue the journey (Emerging
sustainability).
• Mobilization zone: Companies see that skills develop, and

interdependence starts optimizing through shared priorities and
measures of success. Gaining momentum, groups powerfully
reimagine ways of working together for shared benefit (Progressing
sustainability).
• Re-creation zone: Organizations see that with vision and

capabilities for flexibility to accelerated change now getting strong,
they can continuously recreate offers, partnerships, and business
models to navigate change. Groups thrive on openness to human
potential and mutual gains (Advancing sustainability).
• Harmony zone: Businesses have deeply ingrained skills for

sensing, mobilizing, and innovating to empower readiness,
responsiveness, and adaptation across global contexts. Collective
creativity is optimized through shared purpose and understanding
of interdependence. Recreating the business model is the new
normal (Optimized sustainability).
The Sustainability Zones help organizations assess their current state,

identify opportunities for improvement, and build critical capabilities to

anticipate, prepare for, and address emerging challenges and opportunities
in a rapidly evolving business landscape.
The AI Interoperability Model, which focuses on the interconnectedness of

AI systems across seven domains (People, Organizations, Products, Markets,
Regulations, Technologies, and AI-to-AI interactions), can be enhanced by
incorporating the Sustainability Zones framework from Enterprise Agility.
By assessing an organization's sustainability level in each of the seven

domains, leaders can better understand their AI readiness, responsiveness,
and innovation capabilities. This combined approach enables organizations
to develop targeted strategies for building AI interoperability while
ensuring alignment with the principles of Enterprise Agility, such as shared
progress, mutual benefit, and workforce empowerment.
For example, an organization in the Awareness Zone for the People

domain may recognize the need for new mindsets and skills to collaborate
effectively with AI systems but have limited experience implementing
these changes. By identifying this gap, leaders can prioritize initiatives that
foster a learning culture, promote AI literacy, and encourage
experimentation with new ways of working.
Equally, an organization in the Mobilization Zone for the Technologies

domain may have developed strong AI development and deployment
skills but face challenges in optimizing interdependence and shared
priorities across different technology teams. By applying the principles of
Enterprise Agility for accelerated change or the ideas of Shared Progress,
the organization can break down silos and foster greater collaboration and
innovation.

Incorporating the Sustainability Zones framework into the AI
Interoperability Model enables organizations to:
1. Assess their current state of AI readiness and identify areas for

improvement across the seven domains.
2. Develop targeted strategies for building AI capabilities while

ensuring alignment with the principles of Enterprise Agility.
3. Foster a culture of continuous learning, experimentation, and

adaptation to navigate the complexities of AI adoption and
interoperability.
4. Optimize collaboration and shared progress across different

stakeholders, including customers, employees, partners, and
society as a whole.
By leveraging the combined power of the AI Interoperability Model and

the Sustainability Zones framework, organizations can create a more
holistic and sustainable approach to AI adoption and value creation in the
face of accelerated change and exponential markets.

Framework Hypercustomization in Enterprise Agility
Framework hypercustomization is a key component of Enterprise Agility,

as it enables organizations to adapt and evolve their agile practices to suit
their specific context and requirements. In traditional agile approaches,
companies often adopt pre-defined frameworks such as Scrum or SAFe,
which provide a standardized set of practices and processes. However,
these frameworks may not always align with the unique culture, structure,
and goals of every organization.
Enterprise Agility recognizes that a one-size-fits-all approach to agile

transformation is not effective. Instead, it emphasizes the importance of
tailoring agile frameworks to the specific needs of each company. This is
where hypercustomization comes into play.
By leveraging AI and machine learning, Hanna Prodigy enables

organizations to analyze their existing processes, workflows, and cultural
dynamics to identify areas where customization is required. The AI can
then provide recommendations on how to adapt the chosen agile
framework to better fit the organization's context.
For example, an organization with a strong hierarchical structure may

require a different approach to agile implementation compared to a flat,
more decentralized company. The AI can analyze these differences and
suggest modifications to the framework, such as adjusting the roles and
responsibilities of team members or introducing new ceremonies that
promote collaboration and transparency.
Hypercustomization also allows for continuous optimization of the

organizational frameworks. As the company evolves and new challenges
arise, the AI can continue to collect data and provide recommendations for
further adaptations. This ensures that the agile practices remain relevant
and effective over time.
Also, hypercustomization helps organizations overcome the limitations of

traditional agile or non-agile frameworks by incorporating new
perspectives and ideas. Hanna Prodigy, for example, can draw upon a vast

repository of knowledge and best practices from various industries and
domains to introduce innovative solutions that may not have been
considered otherwise.
By embracing hypercustomization, Enterprise Agility enables

organizations to create a truly tailored approach to agile transformation.
This not only increases the chances of success but also fosters a culture of
continuous improvement and adaptability, which is essential in today's
rapidly changing business landscape. Check more about
hypercustomization at the Enterprise Agility World Community website.
Companies are slowly discovering that the most

innovative techniques of 20 years ago are no longer
effective in the world of hypercustomization. General
purpose AI models have been trained with this
knowledge. For organizations to develop their own
AI capabilities and succeed in this field, they need to
know how to do it, and the EAU's interoperability
model is the compass they can use to achieve
remarkable results.
Walter Shraiber—International Enterprise Agility

Trainer and Consultant

Conclusions
Enterprise Agility and the Enterprise Agility Way of Thinking (EAWT)

represent a paradigm shift in how organizations approach change,
innovation, and value creation in the era of AI and exponential markets. By
moving beyond the limitations of classic agility and Agile Evolutions and
embracing a holistic approach encompassing organizational, social, and
business aspects, organizations can develop the necessary adaptability,
resilience, and shared progress to thrive in the new reality.
The AI Interoperability Model, combined with Enterprise Agility's principles

and practices, provides a powerful framework for organizations to
navigate the complexities of AI adoption and interoperability while
prioritizing the needs of customers, the company, and the workforce. By
leveraging the three foundational pillars of Enterprise Agility and assessing
performance across the five dimensions of Enterprise Agility Dynamics,
organizations can create a sustainable ecosystem that benefits all
stakeholders and contributes to the greater good of society.
As organizations embark on their journey towards Enterprise Agility and

AI interoperability, embracing higher levels of Mental Agility, fostering a
culture of continuous learning and adaptation, and prioritizing shared
progress over short-term gains is crucial. By doing so, they can unlock the
full potential of AI technologies and create a more inclusive, sustainable,
and beneficial future for all.

THE CONVERGENCE
Chapter 13
The Science of
Accelerated Change
Introduction
The Science of Accelerated Change is a cornerstone of Enterprise Agility

that attempts to provide some answers to how science can support
acceleration in organizations and markets. It has three key components:
Behavioral Science, Neuroscience of Change, and Strategic Mobility.

Figure 13.1: The Science of Accelerated change
The Science of Accelerated Change | 209

Behavioral Science focuses on understanding human behavior and
decision-making processes, particularly in the context of organizational
change and fast-paced markets. It draws insights from psychology,
sociology, and anthropology to help leaders create an environment that
fosters adaptability, resilience, and innovation.
Neuroscience of Change explores the brain's inner workings and how it

responds to accelerated change and highly high uncertainty. By
understanding the neural mechanisms that underlie human behavior and
thoughts, you can develop strategies to help your teams overcome
resistance to change and embrace new ways of working.
Strategic Mobility, the third component, is the ability of individuals and

groups to deal with constant changes in strategy. This also means staying
motivated, engaged, and committed to achieving strategic goals, even in
times of significant change or upheaval. It combines insights from the social
sciences with breakthrough ideas about accelerated change developed by
Enterprise Agility University.
The AI Interoperability Model, as discussed in the previous sections, is a

comprehensive framework that enables organizations to develop and
deploy AI platforms that create value for customers, companies, and
employees while ensuring alignment with the 7 domains; these are: People,
Organizations, Products, Markets, Regulations, Technologies, and AI-to-AI
interactions.
The Science of Accelerated Change plays a crucial role in successfully

implementing the AI Interoperability Model. As organizations navigate the
complexities of AI adoption and interconnectivity, they must also deal with
the challenges of accelerated change and exponential markets. This is
where the insights from Behavioral Science, Neuroscience of Change, and
Strategic Mobility become invaluable.

Behavioral Science and the AI Interoperability Model
Behavioral science offers valuable insights that can help organizations

create an environment favorable to successfully adopting and
implementing the AI interoperability model and enabling them to navigate
the new reality better. By understanding the human factors that influence
the adoption and use of AI systems, leaders can develop targeted strategies
to foster a culture of innovation, collaboration, and continuous learning.
It is crucial to recognize that when individuals are exposed to new and

disruptive situations, such as the introduction of AI technologies, their
behavior is the first aspect that undergoes change. People may experience
uncertainty, anxiety, or resistance when faced with significant shifts in their
work environment or job responsibilities.
For example, in the People domain of the AI Interoperability Model,

Behavioral Science can help leaders understand how to effectively
communicate the benefits of AI adoption to their teams, address concerns
about job security, and provide the necessary training and support to help
employees adapt to new ways of working with AI systems.
In the organizational domain, behavioral science insights can guide the

development of governance frameworks and ethical guidelines that ensure
responsible and transparent AI adoption. Leaders can create an
environment that encourages ethical behavior and accountability by
understanding the psychological factors influencing decision-making.
In the Products domain, Behavioral Science can reinforce the design of AI-
powered products and services that are user-friendly, intuitive, and
aligned with stakeholders' needs and preferences. It also helps to
understand how to disrupt behavior in the marketplace—a critical factor in
creating disruption. By understanding the cognitive biases and heuristics
that influence user behavior, product teams can create AI solutions more
likely to be adopted and trusted by consumers.
In the Markets domain, Behavioral Science can help organizations navigate

the complex dynamics of AI-driven market disruption. By understanding

the psychological factors that influence consumer behavior and market
trends, leaders can develop strategies to position their organizations for
success in the face of rapid change and uncertainty.
Behavioral science can help policy makers and society create alignment that
lasts over time in the Regulations domain. By understanding AI
technologies' social and psychological impact, policymakers and citizens
can create regulations that are more likely to be accepted and followed by
countries, organizations, and individuals.
In the technologies domain, behavioral science can guide the

development of transparent, explainable technologies that are aligned
with human values and new technologies. By understanding the cognitive
limitations and biases that influence human decision-making, AI
developers can create systems that augment and enhance human
capabilities rather than replace them.
Finally, in the AI-to-AI domain, Behavioral Science can help develop

algorithms and protocols that enable seamless and secure communication
between AI systems and reinforce the evolving behaviors we want to see in
societies. By understanding the complex dynamics of multi-agent systems
and the potential for unintended consequences, developers can create AI-
to-AI interfaces that are more robust, reliable, and resilient.
As you can see, Behavioral Science plays a critical role in successfully

adopting and implementing the AI Interoperability Model across all seven
domains. By understanding the human factors that influence the
development, deployment, and use of AI technologies, organizations can
create a culture of innovation, collaboration, and continuous learning that
enables them to thrive in the face of rapid change and uncertainty. As AI
continues to transform every aspect of our lives, we must prioritize the
integration of Behavioral Science insights into the design and governance
of AI systems to ensure that they are aligned with human values, needs,
and aspirations.

Neuroscience of Change and the AI Interoperability
Model
Neuroscience of Change provides a deeper understanding of how the brain

responds to change and how leaders can use this knowledge to support the
successful implementation of the AI Interoperability Model. The Science of
Accelerated change focuses on understanding how our brains can evolve
sustainably in a rapidly changing environment.
In the People domain, Neuroscience of Change can guide the development

of training and support programs tailored to individual learning styles and
preferences and reinforce learning at low-stress levels. Organizations can
help employees build the skills and confidence needed to thrive in an AI-
driven workplace by providing personalized resources and coaching.
In the Organizations domain, the Neuroscience of Change helps design

organizational structures, processes, and social contracts that promote
collaboration, innovation, and adaptability. By creating an environment
that supports individual autonomy, creativity, and prudent risk-taking,
leaders can help their teams develop the resilience and agility needed to
navigate the challenges of AI adoption.
In the Products domain, Neuroscience of Change helps leaders understand

how customers perceive and interact with AI-powered products and
services. By designing user experiences that align with the brain's natural
processing mechanisms, organizations can create more intuitive, engaging,
and valuable products for customers.
In the Markets domain, Neuroscience of Change offers valuable

perspectives on the development of market dynamics and consumer
behavior. This approach examines how introducing AI technologies and
disruptive situations influence neurochemical responses and sheds light on
changes in consumer preferences and market trends. By anticipating and
adapting to these changes, organizations can develop more effective
strategies for market positioning, product development, and customer
engagement. In the Regulations domain, the Neuroscience of Change can

help develop sustainable policies and guidelines that consider the cognitive
and emotional impacts of AI adoption on individuals and society as a
whole. By understanding how the brain processes information related to
trust, fairness, and transparency, policymakers can create regulations that
promote the responsible and ethical use of AI technologies.
In the technology domain, neuroscience of change can guide the

development of systems that are more compatible with human cognitive
processes and learning mechanisms. Organizations can create more
effective, efficient, and user-friendly systems by designing technologies
that work in harmony with the brain's natural functioning.
In the AI-to-AI domain, Neuroscience of Change can provide insights into

how different AI systems can communicate and collaborate in ways that
are analogous to human brain networks to build Shared Progress. By
understanding the principles of neural communication and plasticity,
developers can create AI-to-AI interfaces that are more adaptive, resilient,
and capable of supporting complex problem-solving and decision-making.
As you can see, the Individual Aspect (top right in the model) is a critical
component of the Neuroscience of Change framework, as it recognizes that
each person's brain is unique and responds differently to change.
Individual differences in cognitive style, emotional regulation, and past
experiences can significantly impact how a person adapts to new
technologies and ways of working. For example, some individuals may be
more open to change and eager to learn new skills. In contrast, others may
experience anxiety or resistance when faced with significant disruptions to
their work routines. Leaders who understand these individual differences
can provide targeted support and resources to help each team member
navigate the transition to an AI-driven workplace.
Neuroscience of Change emphasizes creating a psychologically safe

environment that supports individual learning, growth, and wellbeing. By
fostering a culture of trust, transparency, and open communication,
organizations can help individuals feel more comfortable with the
uncertainties and challenges associated with AI adoption. Finally,

Enterprise Agility and the Science of Accelerated Change highlight the
importance of neurodiversity in better adapting and sensing the markets
and for these individuals to provide their unique neuro skills. Check out
more about it in the Enterprise Agility World Community, NeuroXprofiles.
In conclusion, the Neuroscience of Change provides a valuable framework for

understanding how the brain responds to the disruptive impacts of AI
technologies across all seven domains of the AI Interoperability Model. By
recognizing individual differences in cognitive and emotional processing,
leaders can create a supportive and adaptive environment that enables
their teams to thrive in rapid change and uncertainty. As organizations
continue to navigate the challenges and opportunities of AI adoption, the
insights provided by the Neuroscience of Change will be essential for
ensuring the successful and sustainable implementation of the AI
Interoperability Model.
In an AI-transformed world, understanding the

neuroscience of adaptation is crucial for thriving
amidst change. Deciphering neural adjustments
guide proactive strategies integrating brain-
breathing, mindset, and attitude modulation.
Fostering an agile mindset empowers individuals and
organizations to navigate complexities with
confidence. This synergy paves a path towards a
future where human potential flourishes, navigating
the complexities of an AI-driven era with confidence
and adaptability. Embracing these principles fosters
resilience, ensuring that humanity survives and
thrives in the ever-evolving landscape of
technological advancement.
Sean D. Waters—Founder of Stress Less Clinic

Strategic Mobility and the AI Interoperability Model
Strategic Mobility is critical to the success of the AI Interoperability Model,

as it enables organizations to remain agile, adaptable, and resilient in the
face of accelerated change and exponential market conditions.
Strategic mobility is the ability of leaders to align people with a new

strategy, with low levels of stress and high levels of productivity,
motivation and engagement. Several models are used in Enterprise Agility,
such as the Minimum Healthy Step (MIHS) and the Mobilizing Purpose
approach. This book does not cover them, but you can learn more about
them on the Enterprise Agility World Community website.
Why is Strategic Mobility important in

companies exposed to accelerated change?
In the people domain, strategic mobility helps leaders effectively

communicate the benefits and implications of AI adoption to their teams.
By providing clear guidance, support, and training, leaders can help
employees adapt to new ways of working while minimizing stress and
uncertainty. Strategic Mobility also enables organizations to attract and
retain top talent by creating a culture of continuous learning, growth, and
adaptability.
In the organization domain, Strategic Mobility allows leaders to co-create

and implement organizational structures and processes that are flexible,
agile, and responsive to changing needs. Organizations can quickly adapt
to new challenges and opportunities while maintaining a healthy and
productive work environment by fostering a culture of innovation,
collaboration, and experimentation. This is what we call an Always-ready,
Always-responsive, and Always-innovative culture.

In the Products domain, Strategic Mobility enables organizations to rapidly
develop, test, and deploy products and services that meet different
stakeholders' evolving needs and preferences. By embracing a TriValue
approach (customer, company, and workforce value), organizations can
continuously iterate and improve their offerings while minimizing the risk
of failure or market rejection.
In the Markets domain, Strategic Mobility allows organizations to anticipate

and respond to the disruptive impacts of AI technologies on market
dynamics and consumer behavior. By developing a deep understanding of
market trends, stakeholder and customer needs, and competitive
landscapes, organizations can quickly pivot their strategies and resources
to capitalize on new opportunities and mitigate potential threats.
In the Regulations domain, Strategic Mobility enables organizations to

proactively engage with policymakers, industry associations, and other
stakeholders to shape the development of AI regulations and standards. By
advocating for policies that promote innovation, protect consumer
interests, and ensure the responsible use of AI technologies, organizations
can help to create a more stable and predictable regulatory environment.
In the Technologies domain, Strategic Mobility allows organizations to

continuously evaluate, adopt, and integrate new AI technologies and tools
that can enhance their capabilities and competitiveness. Organizations can
quickly identify and leverage the most promising AI solutions by fostering
a culture of experimentation and learning while minimizing the risk of
technological obsolescence or incompatibility.
In the AI-to-AI domain, Strategic Mobility enables organizations to quickly

pivot and align individuals to deploy AI systems that can seamlessly
communicate, collaborate, and learn from each other. By quickly evolving
AI architectures that are modular, scalable, and interoperable,
organizations can create more powerful and intelligent systems that can
tackle complex problems and generate new insights and innovations.
As you can see, Strategic Mobility is essential for leaders to effectively

navigate the challenges and opportunities presented by the new reality. By

aligning people, processes, and technologies with a clear and compelling
vision, leaders can create a sense of purpose, direction, and momentum that
inspires and motivates their teams to embrace change and innovation.
Moreover, Strategic Mobility emphasizes the importance of maintaining

low-stress levels and high levels of engagement and wellbeing among
employees. By providing a supportive and empowering work
environment, leaders can help their teams develop the resilience,
adaptability, and creativity needed to thrive in an AI-driven world.
Conclusions
The AI Interoperability Model and the Science of Accelerated Change are

intrinsically linked, as they both aim to help organizations navigate the
complexities of AI adoption and interoperability in the face of accelerated
change and exponential market conditions. By leveraging insights from
Behavioral Science, Neuroscience of Change, and Strategic Mobility, companies
can develop more effective strategies for creating value for customers,
companies, and employees while ensuring alignment with societal needs
and values. By doing so, they can unlock the full potential of AI
technologies and create a more inclusive, sustainable, and beneficial AI
ecosystem for all.

Andrew, the Agile Coach at MALO, was preparing for his upcoming
webinar on the Science of accelerated change. He knew that with the rapid
advances in Artificial Intelligence and the accelerating pace of change, it
was critical for organizations to understand and adapt to this new reality.
In preparing his presentation, Andrew touched on the three pillars of the

Science of accelerated change: Behavioral Science, Neuroscience of Change, and
Strategic Mobility. He knew that these pillars are critical to navigating the
complexities of AI adoption and interoperability.
Figure 13.2: Andrew preparing for a Webinar at Malo Company
The day of the webinar arrived, and Andrew was welcomed by a diverse
audience of MALO members including Laura Leader, Aryan Accountant,
Hanna HR, Pran Product Owner, Layla Lawyer, Carla CEO, Mike
Manager, Paula Psychologist and Daniel Developer.
Andrew began his presentation by emphasizing the importance of

understanding human behavior and decision-making processes in the
context of organizational change and fast-moving markets. He explained
how Behavioral science can help leaders create an environment that fosters
adaptability, resilience and innovation. He reminded them that the first

thing people change when faced with high uncertainty is their behaviors,
not their mindset. So, he explained a great model to use, the BOIS!
(Behaviors, Objectives, Impact, and Sustainability; check more at the Enterprise
Agility World Community website).
Next, Andrew explored the neuroscience of change and how the brain
responds to accelerated change and high uncertainty. He explained how
understanding neural mechanisms and neurotransmitters could help teams
overcome resistance to change and embrace new ways of working. Andrew
also commented that the concepts are not complex to understand and can
be easily applied so that everyone can recognize what to do and how to
establish healthy minimum steps when interacting with others.
Finally, Andrew spoke about Strategic mobility, the ability of individuals

and groups to deal with constant changes and mobilize towards a new
strategy while remaining motivated and engaged. He showed how this
pillar combines insights from the social sciences.
Throughout the webinar, Andrew engaged with his audience, answering

questions and giving practical examples of how the science of accelerated
change can be applied to their work at MALO. He emphasized the
importance of taking a holistic approach that considers the needs and
values of all stakeholders, strives for ongoing dialog and collaboration, and
develops robust governance frameworks and practices that ensure
responsible and ethical use of AI systems.
At the end of the webinar, Andrew left his audience with an important
message: "If we embrace the science of accelerated change, we can create a more
adaptable, resilient and innovative organization that thrives in the face of
accelerated change and exponential markets."

THE CONVERGENCE
Chapter 14
The TriValue
Company Model
Introduction
At the core of the AI Interoperability Model lies the TriValue Company

Model (TVC), which emphasizes creating value for three key areas:
customers, companies, and workforce wellbeing. This model recognizes
that the success and sustainability of AI systems depend not only on their
technical capabilities but also on their ability to align with the needs and
values of these stakeholders.
The TriValue Company model (TVC) is a unifying

approach that bridges the gap between different
perspectives and promotes healthy business
alignment, collaboration, and the ability to find new
opportunities in the new reality through its three
value types: Customer, Company, and Workforce
Wellbeing.
The TriValue Company Model | 221

The Customer Value Proposition
The first pillar of the TVC model focuses on creating value for customers or
other stakeholders. In the context of AI interoperability, this means
developing AI systems that can enhance and co-create the customer
experience, provide personalized and relevant recommendations, and
solve real-world problems that matter to these stakeholders.
To achieve this, organizations need to adopt an approach to AI

development, which involves understanding customers' needs,
preferences, and behaviors and designing AI systems that can adapt and
respond to these factors in real time. This requires co-creating with
customers, and collecting and analyzing large amounts of customer data,
while ensuring that this data is collected and used ethically and
transparently.
One key challenge in creating customer value through AI is balancing

personalization with privacy and security. Customers are increasingly
concerned about how their data is collected, used, and shared, demanding
greater transparency and control over their personal information.
Organizations need to develop robust data governance frameworks and
practices to ensure responsible and secure use of customer data while
enabling the development of personalized and valuable AI services.

The Company Value Proposition
The second pillar of the TVC model focuses on creating value for
companies. In the context of AI interoperability, this means developing AI
systems that can enhance the efficiency, productivity, and competitiveness
of organizations while also ensuring that these systems are aligned with
sustainability for the company and the planet, their strategic goals and
values.
To achieve this, organizations need to adopt a strategic approach to AI

development, which involves identifying the key business problems and
opportunities that AI can address in the coming 0-12 months (Spot
Indicators), and developing AI systems that can deliver measurable and
sustainable value to the organization. This requires a deep understanding
of the company's industry, market, and competitive landscape and the
ability to integrate AI into existing business processes and systems.
One key challenge in creating company value through AI is managing the

risks and uncertainties associated with AI development and market
acceleration. AI systems can be complex, opaque, and difficult to
understand and can have unintended consequences or biases that can harm
the reputation or performance of the company. Organizations need to
develop robust risk management frameworks and practices that can
identify, assess, and mitigate these risks while also dealing with market
disruptions. Organizations can use a robust framework from Enterprise
Agility called Future Thinking to do this. It enables companies to better
prepare for an uncertain future (3 to 5 years horizon).
AI must also be able to focus on business sustainability as a core human

capability to sustain business growth and societal development and not
limit itself to optimizing processes to reduce workforce.

The Workforce Wellbeing Value Proposition
The third pillar of the TVC model focuses on creating value for the
workforce's wellbeing. In the context of AI interoperability, this means
developing AI systems that can enhance employees' skills, capabilities, and
wellbeing (or Citizens as they are called in Enterprise Agility), while
ensuring that these systems are designed and used ethically and
responsibly.
To achieve this, organizations need to adopt a human-centered approach

to AI development, which involves understanding the workforce's needs,
preferences, and concerns, and designing AI systems that can augment and
support human capabilities rather than replace them. This requires
involving employees in the design and development process and providing
them with the training, tools, and support they need to use and interact
with AI systems effectively.
One key challenge in creating workforce value through AI is the need to

manage the potential impacts of AI on the workforce, such as job
displacement, skill obsolescence, and income inequality. Organizations
need to develop proactive and responsible strategies for managing these
impacts, such as investing in employee training and development, creating
new job opportunities, and ensuring that the benefits of AI are distributed
fairly and equitably across the workforce.

The Societal Foundations
TVC model also recognizes the importance of societal foundations in

shaping the development and deployment of AI systems. These
foundations include the legal, ethical, and cultural norms and values that
govern the use of AI in society and the broader social, economic, and
environmental contexts in which AI systems operate.
One key challenge in addressing societal foundations is ensuring that AI

systems are developed and used in a way consistent with fundamental
human rights and values, such as privacy, fairness, transparency, and
accountability. This requires developing robust ethical frameworks and
guidelines for AI development and deployment and engaging in ongoing
dialogue and collaboration with a wide range of stakeholders, including
policymakers, civil society organizations, and the general public.
Another critical challenge is the need to address the potential negative

impacts of AI on society, such as the exacerbation of existing social and
economic inequalities, the erosion of privacy and security, and the
manipulation of public opinion and behavior. Organizations need to
develop proactive and responsible strategies for mitigating these risks,
such as investing in research and development of AI systems that are
designed to promote social good, collaborating with stakeholders to
develop policies and regulations that ensure the responsible use of AI, and
engaging in public education and awareness campaigns to promote
informed and critical engagement with AI.
To effectively address the challenges and opportunities of AI

interoperability, governments should make it easy for organizations to
integrate the TriValue Company Model (TVC) and societal foundations into
their AI development and deployment strategies. This involves taking a
holistic and multidisciplinary approach that considers legislation, the
needs and values of all stakeholders, and the broader social, economic, and
environmental contexts in which AI systems operate.
One essential approach to integrating the TVC model and societal

foundations is to adopt a values-based approach to AI development and

deployment. This involves identifying the core values and principles that
should guide the development and use of AI systems, such as fairness,
transparency, accountability, and respect for human rights, and embedding
these values into every stage of the AI lifecycle, from design and
development to deployment and monitoring. This can be considered by
sector or applicable to an entire country.
Another key approach is to engage in ongoing dialogue and collaboration with

a wide range of stakeholders, including customers, employees, policymakers,
civil society organizations, and the general public. This involves creating
mechanisms for stakeholder engagement and feedback, such as user
advisory boards, employee forums, and public consultations, and using
this feedback to inform the design and development of AI systems aligned
with all stakeholders' needs and values.
Finally, organizations need to develop robust governance frameworks and

practices that can ensure the responsible and ethical use of AI systems
while enabling innovation and value creation. This involves establishing
clear roles and responsibilities for AI governance, developing policies and
procedures for data management, model development, and system
deployment, and implementing monitoring and auditing mechanisms to
ensure compliance with legal, ethical, and societal norms and values.
What are the next steps to implement the

TriValue Company model in a traditional or agile
organization?

Conclusions
The TriValue Company model (TVC), including societal foundations, are

critical components of the Enterprise Agility and the AI Interoperability Model.
This provides a framework for developing and deploying AI systems that
create value for customers, companies, and employees while ensuring that
these systems align with society's needs and values.
To effectively integrate the TVC model and societal foundations into AI

development and deployment strategies, organizations need to adopt a
holistic and multidisciplinary approach that considers the needs and values
of all stakeholders, engages in ongoing dialogue and collaboration, and
develops robust governance frameworks and practices that ensure the
responsible and ethical use of AI systems.
By taking this approach, organizations can not only unlock the full
potential of AI to drive innovation and value creation but also ensure that
AI systems are developed and used to promote the well-being and
flourishing of individuals, organizations, and society as a whole.

IN THE AGE OF AI, THE MOST VALUABLE CURRENCY
IS NOT DATA BUT EMPATHY
THE CONVERGENCE
Chapter 15
Innovation, Future Thinking,
and the 7 Domains
Introduction
In the previous chapters, we introduced the Enterprise Agility Trivalue

Company Model (TVC) as a framework for navigating constant change
and increasing future readiness. TVC creates a balance in organizations,
which helps build an always-ready and always-responsive state. However,
organizations also need to innovate sustainably. This requires leaders to
leverage the three types of Collective Strategic Sensing (CSS) to
understand the emerging situation:
1. Self-Sensing (Sense Myself) - Gaining self-awareness of your

experiences, assumptions, and decision-making criteria.
Recognizing how these shape your perceptions and openness to
alternative perspectives.
2. Strategically Sensing the Company - Evaluating internal data,

feedback, and exchanges to understand current priorities, risks,
opportunities, experiences, and outcomes. Determining where
partnerships or changes may be needed to optimize progress.
Innovation, Future Thinking, and the 7 Domains | 229

3. Strategically Sensing the Markets - Monitoring external data and
signals to identify emerging trends, priorities, barriers, or groups
that point to new possibilities for value creation through
partnership. Detecting where disruption or new demand may
occur.
These sensing capabilities are essential for continuous and sustainable

innovation and require strengthening human skills and a willingness to
take prudent risks, learn through unexpected situations, and find new
solutions. It involves openness to diverse insights, co-creation with
partners and stakeholders, continuous learning, and a commitment to
Shared Progress. Balancing company, customer and workforce wellbeing
value helps determine priorities and partnerships that achieve meaningful
progress today while building future readiness during disruption.
As you learned, TVC uses Spot Indicators to drive optimization and short-
term innovation, providing a bifocal approach to current and emerging
priorities (up to 12 months). At the same time, it uses Futures (indicators
from 12 to 36 months) to prepare your business for forthcoming strategic
readiness—what we call an Always Innovative Company.
Before diving deep into the topic, remember that Future Thinking in
Enterprise Agility from EAU is extensive. In this chapter, we'll cover the
basics of this model. You can check the Enterprise Agility World
community website or contact an Enterprise Agility University certified
partner for more information.
To simplify, we've divided this chapter into two parts:
1. The first section shows the impact of linear and exponential

thinking. This consolidates and reinforces the understanding
gained from previous chapters.
2. The second section addresses Enterprise Agility Future Thinking.

It considers how contexts, experiences, and business ecosystems
may evolve over 12 to 36 months to enhance responsiveness and
identify new opportunities. It emphasizes sensing weak signals

and opportunities, evaluating alternative scenarios, and using
speculative planning techniques like the Shared Progress Stock
Exchange and Shared Progress Bets (SPBs) to make strategic
choices under ambiguity.
EA Future Thinking from EAU provides a means of distributed decision-

making and co-creation, with all groups able to contribute based on
Shared Progress (continuity through change). It offers data and advice to
determine options that achieve meaningful outcomes by supporting
mutual interests. This approach comes from a commitment to facing
uncertainty together, building understanding through open exchange
between diverse partners on today's terms.
Can you tell me in an easy way what Future

Thinking in Enterprise Agility is?
Short-term (Spot Indicators, 0 to 12 months) and long-term (Futures, 12 to

36 months) provide insights for acting on today's realities while setting
direction for future progress by understanding these dual horizons.
This bifocal approach is crucial for leaders to master and bring future
orientation to the company. We'll now cover some psychological aspects of
how humans envision the future and how we can better prepare for it.

Beyond Linear Projections: Embracing Strategic
Innovation in Business
Our experiences, beliefs, and assumptions in the present moment shape our
ideas about the future. The human brain interprets information and events
based on what is already known or expected. This can limit our ability to
imagine a radically different future beyond linear projections of the present
state. While evolutionarily beneficial in some contexts, favoring the known
and overlooking the unknown can significantly hinder strategic innovation
and adaptability in today's rapidly changing business landscape.
We generally stick to old mental models until new

ways of thinking appear. During the change process,
however, we tend to see the new only through the old
lens (Leading Exponential Change, 2018).
For example, science fiction films of past decades often depicted the future
as a slightly altered version of life at the time, with hoverboards or flying
cars but otherwise familiar social dynamics and power structures. These
retro-futurist imaginings reveal the constraints of perceiving tomorrow
primarily in terms of today, projecting current assumptions and priorities
onto the future. We've all had the experience of rewatching an old sci-fi film
we once thought portrayed an incredible future vision, only to realize how
inaccurate or unrealistic it seems today.
The prevailing assumptions, knowledge and experiences of the present

moment limit our imaginations. We interpret the world through the lens of
familiar concepts and categories, projecting current conditions and
priorities onto our visions of the future. The metaphors, language, and
ideas that shape how we understand the present also limit our ability to
envision radically different possibilities ahead of time or anticipate how

exponential change may reshape life as we know it. What seems like a
breathtaking vision of advanced technology or an innovative model for the
future at one point in time may soon seem old-fashioned or misguided.
The tendency to prefer the familiar and assume gradual progress leads us
to imagine tomorrow primarily as an incremental extrapolation of today.
We run the risk of opting for a version of the future that simply improves
on existing conditions rather than striving for alternative scenarios, new
horizons of progress, or productive upheavals. Unless we try to recognize
these constraints, our biases obscure signals of change and opportunities
that emerge at the margins of current categories or beyond incremental
progress. These innate biases and perceptions determine how we think
about the future, make decisions, and evolve frameworks in the present
without us being aware of them.
In many companies, the future is often seen as a linear projection of the

present, with minor adjustments or improvements to existing processes,
products, or services. There is a lack of mechanisms that enable transitional
thinking, freeing perception from the pull of habits built on life as we have
always known it. This is often exacerbated by broken feedback loops where
leaders are isolated from other perspectives. As a consultant, you know that
applying common strategies or innovation frameworks like design
thinking often does little to overcome these inherent cognitive limitations
unless a conscious effort is made to recognize them.
The truth is that even if certain scientific or technological breakthroughs

envisioned decades ago have since materialized, the future remains
fundamentally uncertain. No model or prediction can adequately forecast
the full range of developments to come as political and economic forces,
exponential technologies and human experience intersect and influence
events. However, this inherent uncertainty shouldn't deter your
organization from developing strategic foresight or addressing the
challenges and opportunities that may unfold beyond any linear status quo
projection.

We generally talk to multiple clients worldwide every week and know that
many organizations aren't yet prepared for the uncertainties and
complexities of accelerated change, exponential technologies, and
markets—a phenomenon that people have never experienced before!
While we cannot predict what the future will bring, we can shape it, explore
alternative scenarios, and work to strengthen partnerships and innovation
capabilities that better prepare us for disruption and shared progress.
Remember that our perceptions and assumptions are shaped by our recent
experiences, beliefs, values, and knowledge—for better or worse. What's
familiar inevitably colors the lens through which we see and interpret the
world, often without conscious awareness of this effect or how it may lead
to limiting rather than liberating thinking.
Take, for example, the perspective of a group of individuals from a bygone

century who are used to traveling by horse and carriage. If transported to
the present day and seeing vehicles for the first time, they'd probably think
of cars as just mechanical carriages - an extension of what they know rather
than something new. They'd categorize this novelty based on their familiar
reference point and understanding of what constitutes transportation and
how it enables connection or progress between places. If not confronted
with different experiences that challenge or expand their view, they'll
perceive and respond to this new possibility with a "carriage mentality" -
as an opportunity or a threat.
Their outlook remains limited by experiences, thought patterns, and past

events that have shaped their ideas about how the world works. As views
and assumptions form, we all inevitably shape the future we gain or miss
every day because we're willing or unwilling to embrace new perspectives
or stand alone when complexity offers opportunities for progress on
mutual terms.
The human tendency to favor the familiar and present over the unfamiliar
and future introduces specific challenges to strategic innovation and
adaptability in today's rapidly changing business context. Several biases
also make it hard to imagine a different future. For example, the temporal

discounting bias causes us to favor immediate rewards over future benefits
and often prefer the status quo over change. Temporal discounting is when
the perceived value of some reward declines over time delays. While
beneficial in stable environments, this inclination can significantly hinder
strategic foresight and resilience in the face of disruption.
In a world where change is the only constant—and it's accelerating—

holding too tightly to the known can prevent your company from exploring
new horizons and seizing new opportunities. However, not understanding
the rules of accelerated change can ignite stress, increase cortisol, and
magnify several biases. As you can imagine, biases and other physiological
factors can limit our ability to sense disruptive change or envision bold new
strategies not previously anchored. It also constrains thinking within
existing categories and assumptions, favoring options most like the current
reality.
Remember that while brain efficiency benefits stability, it hinders

adaptability during disruptive times. For example, if banks had focused
only on improving cash machines, they'd have missed the opportunity to
develop mobile banking apps and other digital services.
We risk optimizing for a version of the future that improves current

versions of our products and services instead of new alternatives to them.
This is where we've been working extremely hard at Enterprise Agility
University to help organizations go beyond linear thinking.
By adopting the Enterprise Agility Future Thinking approach from EAU,

your organization can enhance its capacity for Outcomes Agility
(flexibility and quick alignment to new strategic approaches with low-
stress levels) and improve short-term and long-term innovation.
Future Thinking is integral to the Enterprise Agility strategic innovation

approach, which aims to overcome some of the limitations mentioned
before by adopting a more flexible mindset and several novel practices.
It requires cognitively challenging your assumptions (higher Mental

Agility, to be covered in the coming chapter) and collectively considering

various new scenarios, not just the most likely future if present trends
continue. Building on this, Future Thinking is about stretching our mental
horizons and embracing a diversity of potential outcomes. It aids in
fostering a culture of strategic adaptability within an organization to build
new collective capabilities to prepare new connections and ways of
thinking for what's coming up next. Making the leap from familiar
assumptions and habitual responses into exploring ambiguity requires
openness to new perspectives and a willingness to push past prevailing
boundaries.
Future Thinking focuses beyond the known to determine direction based

on mutual interests (Shared Progress), through understanding different
experiences and viewpoints.
Diving deeper into the Science of Accelerated Change, our prefrontal cortex is
the heavyweight lifter in Enterprise Agility Future Thinking. This part of
our brain is responsible for complicated tasks like problem-solving,
decision-making, and planning. EA Future Thinking frameworks exercise
our prefrontal cortex by continuously exploring trends, making
connections across domains and patterns, questioning the impact and
implications of new technologies or events, and speculating about new
products, business models, or where strategies could emerge.
Some people even have additional neuro capabilities that in Enterprise

Agility are called "superpowers" to make cross-domain connections and
detect patterns in the markets that allow you to understand better what is
happening or coming (check NeuroXProfiles on our website for more
information about this topic) or the Accelerated Change Principles #AC05
and #AC06 in Enterprise Agility Fundamentals.
Neurodiversity specifically provides diverse cognitive capabilities, skills,

and talents for sensing changes, connecting domains, and re-imagining
new possibilities. We know that exposure to uncertain and ambiguous
situations in an environment that excels at workforce wellbeing and
empowerment helps develop people's cognitive capacity for more flexible
and complex thinking analysis during uncertain times. We call it Mental

Agility in all Enterprise Agility models. Higher levels of Mental Agility can
enhance people's ability to anticipate second and third-order consequences,
detect weak signals from the market sooner, and imagine new possibilities.
Overall, it leads to strategic choices better adapted to uncertainty and new
opportunities.

The Shared Progress Stock Exchange and Shared
Progress Bets
A key component of Future Thinking in Enterprise Agility is the Shared

Progress Stock Exchange (SPSE) and Shared Progress Bets (SPBs). The
SPSE is a collaborative platform that enables organizations to engage in
strategic decision-making and innovation initiatives by leveraging the
collective intelligence of their employees, partners, and stakeholders.
In the SPSE, participants can propose and invest in SPBs, strategic

initiatives or projects that aim to create shared value and drive long-term
innovation. These bets are designed to explore new opportunities, address
emerging challenges, or capitalize on disruptive trends identified through
Future Indicators. The SPSE operates on the principle of distributed
decision-making, where participants can allocate virtual "shares" or "tokens"
to the SPBs they believe have the highest potential for success and impact.
This democratizes the innovation process and encourages diverse
perspectives and ideas to surface. By investing in SPBs, participants
demonstrate their confidence in these initiatives' potential and willingness
to contribute to their success. The SPSE and SPBs offer several key benefits
for organizations:
1. Risk Mitigation: By distributing the risk of innovation initiatives

across multiple SPBs and participants, organizations can minimize
the potential impact of individual project failures. This allows
companies to explore a wider range of ideas and opportunities
without putting all their resources into a single high-risk venture.
2. Collective Intelligence: The SPSE harnesses the organization's

collective intelligence by encouraging diverse participants to
contribute their knowledge, skills, and perspectives. This leads to
more robust and well-rounded innovation strategies considering
multiple viewpoints and potential outcomes.

3. Employee Engagement: By involving employees in the innovation
process through the SPSE, organizations can foster a culture of
creativity, collaboration, and ownership. Employees feel
empowered to contribute their ideas and have a stake in the success
of the company's innovation efforts, leading to higher engagement
and motivation.
4. Readiness and Responsiveness: The SPSE enables organizations

to quickly respond to changing market conditions, customer needs,
or technological advancements by reallocating resources and
adjusting their innovation portfolios in real time. This agility is
crucial in navigating the uncertainties and disruptions of the
future.
5. Continuous Learning: The SPSE promotes a culture of

experimentation and constant learning. By investing in multiple
SPBs and monitoring their progress, organizations can gain
valuable insights into what works and what doesn't, iteratively
improving their innovation strategies over time.
The SPSE provides a structured approach to innovation that balances short-

term optimization with long-term value creation. By considering both Spot
Indicators and Future Indicators, organizations can ensure that their
innovation initiatives align with their current priorities while preparing for
future challenges and opportunities.
Through the SPSE, organizations can tap into their employees, partners,
and stakeholders' diverse skills, knowledge, and perspectives to generate
novel ideas and solutions. This collaborative approach to innovation fosters
a culture of openness, trust, and shared purpose, where everyone has a
stake in the success of the organization's innovation efforts.
Additionally, the SPSE enables organizations to adopt a portfolio approach

to innovation, investing in multiple SPBs with varying levels of risk and

potential impact. This allows companies to explore a wide range of
opportunities while mitigating the risk of individual project failures.
Organizations can optimize their resource allocation and maximize the
return on their innovation investments by continuously monitoring and
adjusting their innovation portfolios based on real-time data and insights.
The SPSE also promotes a culture of experimentation and learning, where

failure is seen as an opportunity for growth and improvement. By
embracing a "fail fast, learn faster" mindset, organizations can quickly iterate
on their innovation initiatives, incorporating feedback and insights from
the SPSE to refine their strategies and improve their chances of success.
Learn more about the Shared Progress Stock Exchange in Enterprise Agility
Fundamentals Chapter 9.
How can I use the Shared Progress Stock

Exchange in Scrum or SAFe?

Conclusions
Future Thinking in Enterprise Agility, powered by the Shared Progress

Stock Exchange and Shared Progress Bets, provides organizations with a
robust framework for navigating the complexities of accelerated change
and driving sustainable innovation. Organizations can build the resilience,
agility, and adaptability needed to thrive in an uncertain future by
leveraging AI-powered scenario planning, distributed decision-making,
and a collaborative approach to innovation.
Note that there are other aspects of Enterprise Agility, such as the 12
Principles of Accelerated Change, that have not been covered in this book.
If you want to learn more about them, you can do so in Enterprise Agility
Fundamentals.

Last Words
In this book, we have explored the captivating field of AI and its significant
impact on businesses, markets, and society as a whole. Central to our
exploration is the AI Interoperability Model, a framework that captures the
intricate relationship between AI and various domains such as people,
organizations, products, markets, regulations and technologies. This model
offers a view that aids in understanding and navigating the rapidly
evolving landscape of AI-driven innovation and disruption.
In my discussions within this book, I have stressed the significance of

adopting an integrated approach when implementing AI to shape the
future of business operations and society. While the AI interoperability model
serves as a framework for comprehending how AI interacts with different
domains, it should be viewed as a strategic starting point. Companies like
yours must understand their specific context, challenges, and opportunities
to fully leverage AI's power effectively.
Looking ahead into the future, it is evident that AI will continue to exert its
influence on our world in unpredictable ways. The journey ahead may pose
challenges and uncertainties but also brings remarkable prospects for
growth, innovation, and positive change.
In the end, the true success of AI will not just be about how advanced our
algorithms are or how well our systems work but how it enriches human
life and contributes positively to society. As we push the boundaries of AI
capabilities, we must remember the core values that make us human—
empathy, reciprocity, imagination, and a relentless pursuit of knowledge
and wisdom.
Last Words | 243

The path ahead may be challenging and full of obstacles, but we can
overcome any hurdles with courage, compassion, and a strong dedication
to the greater good. Those who can harness the potential of AI without
losing touch with our humanity are the ones who will shape the future. I
wish you all the best as you lead the way in embracing perspectives and
approaches.
Erich R. Bühler
CEO, ENTERPRISE AGILITY UNIVERSITY

Getting a Copy of This Book
for Your Company or Event
Please get in touch with us if you would like to provide copies of this book
for attendees at your event or conference. We may be able to offer a special
bulk discount for purchases of 30 copies or more. By making this book
available at your event, participants can explore the concepts and
approaches more deeply on their own time. They can discover new ideas,
reflect on key messages, and consider practical applications for their own
organizations. Providing this resource helps extend the learning and
conversations that start at your event. Some suggestions for making the
book part of your event include:
• Offering copies for purchase at a discount as an optional add-on or

bundled with registration fees. This allows attendees to buy single
or multiple books based on their interests.
• Giving all attendees a copy of the book as part of the event

materials. This helps ensure everyone returns home with a useful
takeaway and reference guide.
• Using copies of the book as prizes or giveaways during your event.

People will appreciate receiving a copy, which raises additional
exposure for the book.
• Reselling or giving away any extra book copies through your

organization or networks. The more people are exposed to these
critical concepts, the greater potential for meaningful progress.
Getting a Copy of This Book for Your Company or Event | 245

This book allows extended learning and empowers attendees to continue
developing their thinking even after an event has ended. It helps turn a
single opportunity for education and inspiration into an ongoing journey
of discovery and growth. Working together, we can enable even more
leaders and Change Professionals with the mindsets for shared progress.
Please email us at courses@enterpriseAgility.University

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Available digitally and on paper

First Steps ..................................................................................................................... 3

A Comprehensive Book for Navigating the New AI Reality ............................. 3

Sailing New Waters ................................................................................................21

Chapter 9 ................................................................................................................... 157

Chapter 10 ................................................................................................................. 165

Chapter 11 ................................................................................................................. 179

Chapter 15 ................................................................................................................. 229

Last Words ................................................................................................................ 243

We are on the brink of an era where artificial intelligence is set to transform

To amplify the potential of AI, a new approach

By adopting this framework, organizations can craft strategies to address

I welcome you to join us on this journey to shape a future where AI benefits

DOWNLOAD NOW THE EA WORLD COMMUNITY

A Comprehensive Book for Navigating the New AI

We wanted you to be prepared for an exciting journey through the dynamic

Ask Hanna AI your questions or Visit the Enterprise Agility World

We also provide additional materials at the Enterprise Agility World

Erich Bühler's book The Convergence is, to me, a

Kurt Cagle, Editor in Chief of the Cagle Report. AI

Figure 1: Your friends during this incredible journey!

Our characters represent the diversity of backgrounds, experiences, and

Finally, we created a fictitious company, MALO, to illustrate key ideas

Figure 2: Greater things are happening at MALO Company

MALO's journey represents every organization's challenges. Leaders

As you embark on this journey, we invite you to explore the transformative

We also invite you to visit our AI company, Strategic Future

A core principle of Enterprise Agility is openness. Sharing images, stories,

You are prohibited from using these concepts and materials in a

These concepts and materials cannot be patented, trademarked, or

Artificial Intelligence (AI) is rapidly altering how businesses operate,

Shared Progress in Enterprise Agility represents a

To address these challenges and unlock the transformative potential of AI,

The AI Interoperability Model is a comprehensive framework that enables

The AI Interoperability Model has been a game-

Ultimately, the AI interoperability model is a framework

The AI Interoperability Model is more than just a framework—it is a new way

©Erich R. Bühler and Enterprise Agility University

In Enterprise Agility, we refer to Agile from the Agile

Companies in the left quadrant (Revenue focus or Agile organizations) often

To support this shift, the AI Interoperability Model is grounded in the

In this book, we will begin by exploring the current state of AI adoption

AI interoperability is the capacity of different

We will dig into how important leadership is in using AI and incorporating

Enterprise Agility is a holistic organizational,

Whether you are a business leader, technology professional, or simply

Let us embark on this journey together and explore how the AI

Ask Hanna AI your questions or Visit the Enterprise Agility World

Sailing New Waters

Artificial Intelligence (AI) rapidly transforms industries and society,

©Erich R. Bühler and Enterprise Agility University

The Transformative Potential of AI | 21

AI has been both an opportunity and a challenge for my

Worldwide investment in intelligence is increasing rapidly, and AI is

Despite the immense potential of AI, the current landscape of AI adoption

2. Limited Scalability: Siloed AI solutions are often difficult to

3. Governance and Ethical Concerns: Fragmented AI adoption

4. Missed Opportunities for Collective Learning: When AI

The Transformative Potential of AI | 23

AI interoperability is the ability of different AI systems, data, and

Shared Progress in Enterprise Agility represents a

It involves establishing standards, protocols, and frameworks that enable