Innovating Leadership: The Convergence of AI and Strategic Doing
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Guest Blog by Ubaldo M. Córdova-Figueroa
My Introduction to Strategic Doing
The path of professional growth often unfolds in unexpected ways, leading us through a labyrinth of challenges and opportunities. My journey has been profoundly shaped by my engagement with Strategic Doing, a methodology that has not only influenced my approach to complex problems but also significantly impacted my career trajectory. From my work at the University of Puerto Rico – Mayagüez to my consulting practice, Strategic Doing has been crucial in my efforts to foster innovation and entrepreneurship, guide teams, and navigate the complex landscapes of academia and business leadership.
Strategic Doing in Action
At its core, Strategic Doing is designed for action. It moves away from traditional strategic planning by emphasizing collaboration, agility, and the execution of small, strategic steps within a network of partnerships. This approach has been vital in my various roles — as a university administrator, a coordinator of professional development programs, and, more recently, as a provost and executive vice president for academic affairs and research. In each position, Strategic Doing enabled me to unite people to tackle complex issues by leveraging collective intelligence and creating an environment of trust and mutual respect.
AI as a Potential Catalyst in Strategic Doing
The strength of Strategic Doing lies in its adaptability and its ability to accelerate progress in an ever-changing environment. We are currently experiencing a technological renaissance, where artificial intelligence (AI) and large language models, like ChatGPT, are transforming how we approach problem-solving, decision-making, and innovation. These advancements provide unique opportunities to enhance the Strategic Doing framework with new tools to support its core rules and principles.
AI has become a disruptive force, challenging our traditional ways of working and thinking. As AI technologies grow more sophisticated, they have the potential to significantly influence the dynamics of Strategic Doing. By integrating AI and large language models into the Strategic Doing framework, we can improve our ability to analyze complex data, create innovative solutions, and enhance communication across diverse teams. This not only boosts our capacity for strategic analysis and planning but also enables us to tackle complex challenges with greater precision and creativity.
Integrating AI with Strategic Doing
I’ve been exploring the synergies between Strategic Doing and AI to assist leaders and organizations in navigating the complexities of the modern world. The combination of these powerful tools allows us to push the boundaries of what’s possible, steering us towards a future where collaboration and innovation thrive. Looking ahead, it’s evident that the intersection of Strategic Doing and AI will be crucial in shaping the landscape of adaptive management, opening new paths for driving change and achieving sustainable growth.
Join the Discussion
At the next Third Thursday, I will share my experiences and insights on using Strategic Doing alongside AI. This session will explore practical applications and the transformative potential of these technologies in facilitating the rules of Strategic Doing. By incorporating AI and other emerging technologies into this framework, we can unlock new possibilities for solving complex problems and reaching our collective goals. This journey, while filled with challenges, is brimming with opportunities to make significant advancements in how we think, collaborate, and innovate for a brighter future.
This content has been revised by an AI language model.
