This article explains why employees who wait for instructions emerge in Japanese companies in the AI era, focusing on the ability to organize and clarify information and the changing role of leaders, with reference to the author's book.
As AI becomes more widespread, it has been pointed out that the capabilities required of leaders are changing from conventional qualifications and standardized knowledge. While routine tasks are increasingly automated, there is growing recognition that it is important to organize and clarify the underlying assumptions, including the mission and vision, departmental strategy, and an understanding of value.
The author explains that, when using AI, it is essential to first clarify the meaning and underlying assumptions of the work, and that using AI without those foundations may limit its effectiveness. The quality of questions and the depth of discussions are said to be important factors that determine outcomes.
Daily communication is considered essential to fostering members' autonomy, along with an approach that seeks to understand and respond to the other person's purpose and values. Even in the AI era, the ability to organize and clarify information and exercise judgment are positioned as directly linked to the creation of long-term value.
The article draws on the experience and books of a former Google executive who participated in the interviews, providing an in-depth look at the challenges facing organizational structures in Japanese companies and the new role of leaders.