As AI advances, the ability to gather and organize information and present multiple options in response to a question is becoming increasingly important. Companies are expected to build organizations that work together to define challenges and reassess underlying assumptions.
As AI develops, it is increasingly capable of handling tasks such as preparing materials, conducting analysis and devising improvement proposals. This is said to be commoditizing the value of the ability to answer assigned questions quickly and accurately. The view has been put forward that even the best AI will not produce results if the wrong questions are asked.
Simply asking people to make proposals does not develop talent. It is considered important to create an environment in which subordinates can formulate their own hypotheses and engage in trial and error. In organizations where opinions that differ from a supervisor's intentions are difficult to evaluate, it is noted that challenges to the status quo are unlikely to emerge.
What will be increasingly needed are people who can identify what should be asked, challenge the assumptions underlying a problem and envision new options. It is considered necessary to foster a culture in which questions and hypotheses can be tested openly.
Ultimately, in the AI era, the people whose value will rise are not those who have the answers, but those who can lead others to the right questions. The conclusion is that organizations should create environments that evaluate and reward this ability.