Sep 29, 2026 · 1 hr 17 min · 11 segments
**Guest bio** Rahim Hirji is the author of SuperSkills: The Seven Human Skills for the Age of AI. He spent years in education technology, including building a business in China teaching soft skills…
Rahim HirjiGuestRon BoireHostthe decision here?
And then in the real world, how are you seeing this applied? When you see this in the C-suite, one of the things, I mean, listen, we've all, you know, I've sat in a thousand meetings as the leader in the room.
and and you ask people about their sources and you're right you know a lot of times you know it's it's just the data that came from somebody who worked on the data who worked on the data which is not different than ai right i've written about this recently in a piece i call the the age of the age of the maker.
It's that we kill our own brain and we, uh, you know, the, I spend a lot of time kind of distilling these kinds of things for my clients.
And, you know, when you listen to, you know, the tech bros talk about this, they talk about, you know, what they're creating is intelligence.
And I think, well, how is, is it really intelligence? Like it's an intelligence, you know, kind of applied knowledge or to your point judgment.
So when you speak to kind of C-suite or even the layer below, I feel there's lots of confusion, lots of different perceptions of what AI is and how people are applying it.
And you say, what is it for? and there are four things that kind of come up, and not necessarily in this order, but invariably process, and they think about a digital transformation, and they think, oh, this is the next stage of digital transformation.
Oh, we can do this using AI now so we can get rid of a number of our employees.
Then they look at it as a revenue upside depending on their product and what they're doing and kind of some creativity.
And usually the last thing is how do you augment a human and how do you think about putting humans at the beginning of that? Invariably, no one talks about that human bit until right at the end.
And sometimes, I'm not sure what you see, but sometimes you don't even have the chief people officer or VP of HR in the room.
You might have a transformation person in the room, but sometimes you don't have the chief people officer having that decision about AI when it's actually implementing, you know, it's really implicating the lives and the work and the identity of the whole employee cohort, whether they're really good or whether they're bad, whether they're old, whether they're new, news at the workplace, whether they've got 30 years experience or whether they've got one.
But I don't think there's been that level of segmentation that they're looking at.
the decision here?
And then in the real world, how are you seeing this applied? When you see this in the C-suite, one of the things, I mean, listen, we've all, you know, I've sat in a thousand meetings as the leader in the room.
and and you ask people about their sources and you're right you know a lot of times you know it's it's just the data that came from somebody who worked on the data who worked on the data which is not different than ai right i've written about this recently in a piece i call the the age of the age of the maker.
It's that we kill our own brain and we, uh, you know, the, I spend a lot of time kind of distilling these kinds of things for my clients.
And, you know, when you listen to, you know, the tech bros talk about this, they talk about, you know, what they're creating is intelligence.
And I think, well, how is, is it really intelligence? Like it's an intelligence, you know, kind of applied knowledge or to your point judgment.
So when you speak to kind of C-suite or even the layer below, I feel there's lots of confusion, lots of different perceptions of what AI is and how people are applying it.
And you say, what is it for? and there are four things that kind of come up, and not necessarily in this order, but invariably process, and they think about a digital transformation, and they think, oh, this is the next stage of digital transformation.
Oh, we can do this using AI now so we can get rid of a number of our employees.
Then they look at it as a revenue upside depending on their product and what they're doing and kind of some creativity.
And usually the last thing is how do you augment a human and how do you think about putting humans at the beginning of that? Invariably, no one talks about that human bit until right at the end.
And sometimes, I'm not sure what you see, but sometimes you don't even have the chief people officer or VP of HR in the room.
You might have a transformation person in the room, but sometimes you don't have the chief people officer having that decision about AI when it's actually implementing, you know, it's really implicating the lives and the work and the identity of the whole employee cohort, whether they're really good or whether they're bad, whether they're old, whether they're new, news at the workplace, whether they've got 30 years experience or whether they've got one.
But I don't think there's been that level of segmentation that they're looking at.
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