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What if you could turn a single idea into a full-blown pitch deck, soundtrack, animated trailer, and marketing campaign — today? “King” Willonius Hatcher, comedian, AI storyteller, and one of Time’s 100 Most Influential People in AI, believes the AI revolution is unlocking new creative worlds for us all. By learning the tools, you can speed up your creative process, scale your impact, and stay focused on what you do best. Whether you’re making films, music, or business plans, AI can help you do more with less.
Strategic thinking — the ability to envision a better future and chart a course to achieve it — is essential for modern leadership. And with his “Six Disciplines of Strategic Thinking” framework, Michael Watkins brings clarity to this multifaceted skill. Yet even with a solid framework, strategy remains difficult. Our brains have limits, and without a full view of the landscape, we risk overlooking key insights or falling prey to bias. That’s where AI can help. Join Watkins as he shows how AI can serve as a powerful thought partner across all six disciplines.
Michael Watkins offers a stark metaphor for today’s AI moment: you can either be a dinosaur, helplessly watching the asteroid hurtle toward you, or a surfer, skillfully riding the waves of change. So — what’s your move? If you’re ready to surf, this class will help you craft better prompts, design human-AI systems, and inspire others to catch the wave with you.
A world shaped by non-human intelligence is quickly becoming our reality. AI isn’t just a tool — it’s a force transforming what’s possible, uncovering strategies beyond human imagination, and altering how we engage with information. As many rush ahead, Professor Yuval Noah Harari urges us to slow down and ask critical questions: What will coexisting with a new creative entity mean? How can we lead responsibly in an AI-driven world? And what must we do to harness AI’s power while safeguarding what makes us human? Our answers to such questions will profoundly affect the contours of humanity’s future.
With all the current hype surrounding large language models and generative AI, it’s easy to forget that artificial intelligence has been around for decades — and used to great effect in many business sectors since at least the mid-80s. But Eric Siegel has the receipts. Especially when it comes to a specific branch of AI called machine learning (aka “enterprise ML,” “predictive AI,” and “predictive analytics”). He also has the know-how to help businesses utilize this technology to supercharge their efficiency, profits, and customer experience. The key, he emphasizes, is to ensure that the focus on the business goal is as strong as the fascination with the technology.
Generative AI is everywhere. And everyone, it seems, has a strong opinion about what it means for humanity. This can leave workers wondering: Should we be worried or excited? Cautious or bold? Transparent about our use or secretive?
But Ethan Mollick thinks we should consider starting with different questions. Like: What does AI actually do? And what can we do with it? By experimenting with the latest large language models, we’ll be better positioned to supercharge our skills – and in the process, form an ethical, empowering partnership with AI.
Phishing. Ransomware. Good old fashioned viruses. Cyberthreats are everywhere, and they’re constantly evolving. But professor Kathleen Fisher says organizations can counter by evolving their cybersecurity.
Distractions are everywhere. A deluge of content on social media, notifications from your phone, coworkers talking loudly in your open office; the list is endless. But author Nir Eyal says these types of external triggers aren’t the root cause of your lack of focus. To truly become “indistractable,” he argues that you have to address your internal triggers first. And that means acknowledging that time management is pain management.
Our lives are pervaded by technology these days. But there’s a difference between using your devices when necessary and being addicted to the content they provide. Professor Adam Alter says diagnosing your level of dependency and learning when to unplug can help improve your relationship with your coworkers, your customers — and yourself.
Adapt or die. It’s true in the natural world, and it’s true in the business world. Nowadays, keeping pace in the latter means undergoing a digital transformation. Tony Saldana’s five-stage framework can help you survive the process by being purposeful and disciplined about how you approach technology, change, and risk.
In the social media age, propagating truthful and valuable information isn’t just good ethics. According to technology entrepreneur Oliver Luckett, it’s also smart marketing, a strategy that enables your brand to speak for itself through the kind of content only it can offer.
Humans and computers are both flawed thinkers. Humans are unique in our gifts for creative problem solving, but terribly inconsistent and often deeply biased; computers are slavishly consistent—as programmers like to say, “garbage in, garbage out.” But MIT’s Andrew McAfee argues that together, our brains and our machines can balance one another’s weaknesses and bolster each other’s strengths.
The BBC is the poster child for a successful, company-wide transition from analog to digital—really for organizational change of any kind. A sprawling behemoth composed of hundreds of isolated divisions, the BBC was transformed under Rivera’s direction into a digital brain capable of innovating ahead of even nimble startups.
For better or worse, social media is here to stay. But today’s platforms will probably come and go. So author Charlene Li says that rather than focusing on mastering a specific tool, leaders should focus on engaging their audience through strategic listening, informed priority-setting, and effective communication at scale.
Gone are the days when consumers would keep buying the same dishwasher detergent for a lifetime based on the fact that the brand once sponsored a favorite TV show. Markets these days are fluid and customer loyalty (what’s left of it) is largely based on recent experience. In this dynamic environment, says McKinsey & Company partner David Edelman, organizations must adapt to the daily “journeys” of highly mobile consumers.