10x Your Workforce

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The question came from the back of the room, earnest, direct, a little anxious. "Do you really think artificial intelligence won't take our jobs?" I was midtalk at a community college, speaking to a group of students who had grown up with smartphones and streaming but who were now entering an economy seemingly shifting beneath their feet. I paused. Then I offered the answer I always give, which never fails to trigger some nervous laughter and wide-eyed reflection: "The companies with the greatest productivity advantage win. They always have. They always will."

The question came from the back of the room, earnest, direct, a little anxious. "Do you really think artificial intelligence won't take our jobs?" I was midtalk at a community college, speaking to a group of students who had grown up with smartphones and streaming but who were now entering an economy seemingly shifting beneath their feet. I paused. Then I offered the answer I always give, which never fails to trigger some nervous laughter and wide-eyed reflection: "The companies with the greatest productivity advantage win. They always have. They always will."

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At first, the students stared at me, expecting a safer, more comforting response. But I pressed on. "If you can demonstrate a four-to-10-times productivity multiplier through your knowledge of AI, and your ability to think, solve, and create, you will be future-proof. You won't be replaced. You'll be irreplaceable." A few people reached for their notebooks.

At first, the students stared at me, expecting a safer, more comforting response. But I pressed on. "If you can demonstrate a four-to-10-times productivity multiplier through your knowledge of AI, and your ability to think, solve, and create, you will be future-proof. You won't be replaced. You'll be irreplaceable." A few people reached for their notebooks.

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That is the foundation of what I've come to call the Ultimate Skill Stack: the intersection of AI literacy, human intelligence (HI), and systemic innovation. As someone who has spent decades working at the edges of education, talent, and technology, I am convinced that is the defining opportunity for organizations today.

That is the foundation of what I've come to call the Ultimate Skill Stack: the intersection of AI literacy, human intelligence (HI), and systemic innovation. As someone who has spent decades working at the edges of education, talent, and technology, I am convinced that is the defining opportunity for organizations today.

Innovation is the real asset class

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Society romanticizes innovation. Wall Street give awards for it. In practical terms, it's the most powerful value engine a company has. Thomas Edison's Menlo Park lab didn't just produce the light bulb; it established a blueprint for how to institutionalize innovation. The same is true for Apple's relentless user focus and Amazon's two-pizza teams, a concept where the company intentionally keeps teams small, ideally no larger than what two pizzas can feed (typically five to eight people), to foster a faster innovation process. Their common thread? A process that transforms ideas into measurable output, repeatedly.

Society romanticizes innovation. Wall Street give awards for it. In practical terms, it's the most powerful value engine a company has. Thomas Edison's Menlo Park lab didn't just produce the light bulb; it established a blueprint for how to institutionalize innovation. The same is true for Apple's relentless user focus and Amazon's two-pizza teams, a concept where the company intentionally keeps teams small, ideally no larger than what two pizzas can feed (typically five to eight people), to foster a faster innovation process. Their common thread? A process that transforms ideas into measurable output, repeatedly.

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In boardrooms, that repeatability is what drives valuation. The stock market may reward a strong quarter, but it prizes predictable innovation. McKinsey Quarterly 's "Eight Essentials of Innovation" confirms that companies that innovate quickly generate up to three times more shareholder value over time than their slower peers. Innovation, then, is more than creative inspiration. It's a systemic, measurable productivity advantage.

In boardrooms, that repeatability is what drives valuation. The stock market may reward a strong quarter, but it prizes predictable innovation. McKinsey Quarterly's "Eight Essentials of Innovation" confirms that companies that innovate quickly generate up to three times more shareholder value over time than their slower peers. Innovation, then, is more than creative inspiration. It's a systemic, measurable productivity advantage.

AI and HI are better together

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Two decades ago, digital literacy was the bar to clear for a competitive workforce and productivity advantage; today, it's AI literacy. Yet technology alone is insufficient. The magic happens when AI meets the distinctly human abilities. Teams can unlock exponential results consistently when they fuse data-crunching algorithms with disciplined, empathetic problem framing.

Two decades ago, digital literacy was the bar to clear for a competitive workforce and productivity advantage; today, it's AI literacy. Yet technology alone is insufficient. The magic happens when AI meets the distinctly human abilities. Teams can unlock exponential results consistently when they fuse data-crunching algorithms with disciplined, empathetic problem framing.

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AI delivers velocity, scraping data, generating options, and testing hypotheses in minutes. HI—such as problem solving, collaboration, communication, and creative thinking—supplies direction and nuance, asking the right questions, spotting ethical land mines, and building consensus across functions. One without the other is impressive. Together, they are transformative.

AI delivers velocity, scraping data, generating options, and testing hypotheses in minutes. HI—such as problem solving, collaboration, communication, and creative thinking—supplies direction and nuance, asking the right questions, spotting ethical land mines, and building consensus across functions. One without the other is impressive. Together, they are transformative.

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I've seen that firsthand in leadership workshops and enterprise training labs, where participants each bring their unique strengths, expertise, lessons from past successes and failures, and distinct application of AI tools to an innovation-creation experience. The resulting creative synergy is extraordinary because it represents the collective collaboration and unique contributions of the entire group. Much like a polished jazz band, where every performance is distinct, innovation does not derive solely from predetermined notes or the guidance of a musical director but rather from spontaneous improvisations, seamless collaboration, shared learned experience, and individual creativity. Together, those elements produce a dynamic, irreplaceable, and comprehensive outcome.

I've seen that firsthand in leadership workshops and enterprise training labs, where participants each bring their unique strengths, expertise, lessons from past successes and failures, and distinct application of AI tools to an innovation-creation experience. The resulting creative synergy is extraordinary because it represents the collective collaboration and unique contributions of the entire group. Much like a polished jazz band, where every performance is distinct, innovation does not derive solely from predetermined notes or the guidance of a musical director but rather from spontaneous improvisations, seamless collaboration, shared learned experience, and individual creativity. Together, those elements produce a dynamic, irreplaceable, and comprehensive outcome.

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Furthermore, I've observed that the most successful problem solvers aren't merely prompt engineers; they're bridge builders. They know how to ask insightful questions, explore possibilities, challenge assumptions, and connect disparate ideas. They use AI tools not to replace human capabilities but to enhance their own ability to think bigger, faster, and more effectively. Guided by ethical principles and a structured methodology, they leverage AI as a practical resource to deliver measurable, scalable results.

Furthermore, I've observed that the most successful problem solvers aren't merely prompt engineers; they're bridge builders. They know how to ask insightful questions, explore possibilities, challenge assumptions, and connect disparate ideas. They use AI tools not to replace human capabilities but to enhance their own ability to think bigger, faster, and more effectively. Guided by ethical principles and a structured methodology, they leverage AI as a practical resource to deliver measurable, scalable results.

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Consider a challenge I facilitated for a sales team struggling with too many product demonstrations and not enough closed deals for the company's innovative AI services. Together, we engaged in a structured design thinking process to solve for using AI to sell more services to clients. The team empathized with its customers, clearly identified the core problem, acknowledged constraints, and documented team members' existing knowledge. That preparation paved the way for the critical exploration phase, during which the team crafted targeted need-to-know questions (such as: Who will build the solution? How will we measure success? How will we protect data?) and conducted research (such as competing services, compliance requirements, and products that currently exist).

Consider a challenge I facilitated for a sales team struggling with too many product demonstrations and not enough closed deals for the company's innovative AI services. Together, we engaged in a structured design thinking process to solve for using AI to sell more services to clients. The team empathized with its customers, clearly identified the core problem, acknowledged constraints, and documented team members' existing knowledge. That preparation paved the way for the critical exploration phase, during which the team crafted targeted need-to-know questions (such as: Who will build the solution? How will we measure success? How will we protect data?) and conducted research (such as competing services, compliance requirements, and products that currently exist).

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Collaboratively, the sellers challenged one another's thinking, refined their options, and generated creative solutions. Examples included unique, iterated images to define a new product vision; consolidated thoughts to present a unifying message; and streamlined flowcharts to illustrate and further simplify a proposed solution. Each participant brought confidence, expertise, and respect for the design thinking and problem-solving process. Ultimately, the team selected and implemented an AI-powered assessment solution that qualifies prospects efficiently and streamlines their sales process, resulting in a new sale within the first week.

Collaboratively, the sellers challenged one another's thinking, refined their options, and generated creative solutions. Examples included unique, iterated images to define a new product vision; consolidated thoughts to present a unifying message; and streamlined flowcharts to illustrate and further simplify a proposed solution. Each participant brought confidence, expertise, and respect for the design thinking and problem-solving process. Ultimately, the team selected and implemented an AI-powered assessment solution that qualifies prospects efficiently and streamlines their sales process, resulting in a new sale within the first week.

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That is HI in action in combination with AI. It's important to note that employees can't learn such competitive advantage from textbooks or elite academic courses. Rather, it emerges organically through structured applied learning processes, expert facilitation, productive trial and error, commitment to continuous improvement, and a willingness to undertake the necessary effort. L&D plays a crucial role by delivering personalized experiences, using structured approaches, and fostering long-term organizational growth and effectiveness.

That is HI in action in combination with AI. It's important to note that employees can't learn such competitive advantage from textbooks or elite academic courses. Rather, it emerges organically through structured applied learning processes, expert facilitation, productive trial and error, commitment to continuous improvement, and a willingness to undertake the necessary effort. L&D plays a crucial role by delivering personalized experiences, using structured approaches, and fostering long-term organizational growth and effectiveness.

Make innovation tangible

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Consider a midsize service firm struggling with a lackluster customer experience workflow. There was waste flooding from inventory management, customer communications, and payment-processing segments, among other areas. The process was slow, fragmented, and costing the company both money and reputation. Instead of hiring outside consultants, leadership chose to empower their own employees to solve the problem. Four cross-functional teams blending leadership, managers, frontline workers, and technologists used a design thinking process to tackle one deceptively simple challenge: How might we use AI to improve our customer experience?

Consider a midsize service firm struggling with a lackluster customer experience workflow. There was waste flooding from inventory management, customer communications, and payment-processing segments, among other areas. The process was slow, fragmented, and costing the company both money and reputation. Instead of hiring outside consultants, leadership chose to empower their own employees to solve the problem. Four cross-functional teams blending leadership, managers, frontline workers, and technologists used a design thinking process to tackle one deceptively simple challenge: How might we use AI to improve our customer experience?

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What followed was inspiring. Over six weeks, the teams collaborated through a hybrid, facilitated, and asynchronous process moving through empathetic discovery, organized research, data patterning, and ideation, capturing all input and interaction-based assets in real time. They incorporated their own experiences to shape the most practical solutions, paying attention to best practice and ethics. No two approaches, or innovation deliverables, were alike.

What followed was inspiring. Over six weeks, the teams collaborated through a hybrid, facilitated, and asynchronous process moving through empathetic discovery, organized research, data patterning, and ideation, capturing all input and interaction-based assets in real time. They incorporated their own experiences to shape the most practical solutions, paying attention to best practice and ethics. No two approaches, or innovation deliverables, were alike.

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When the dust settled, four proposals emerged. The teams assessed each one using a mix of authentic peer reviews and AI-powered competency and feasibility evaluation, including mock implementation plans. The firm implemented the best solution within months, resulting in a streamlined customer workflow and a rise in earnings before interest, taxes, depreciation, and amortization. More importantly, employees came away with a renewed belief in their ability to shape the business and captain their own future.

When the dust settled, four proposals emerged. The teams assessed each one using a mix of authentic peer reviews and AI-powered competency and feasibility evaluation, including mock implementation plans. The firm implemented the best solution within months, resulting in a streamlined customer workflow and a rise in earnings before interest, taxes, depreciation, and amortization. More importantly, employees came away with a renewed belief in their ability to shape the business and captain their own future.

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Innovation was no longer nebulous. Instead, it became ingrained in the company's identity, and in turn, its balance sheet.

Innovation was no longer nebulous. Instead, it became ingrained in the company's identity, and in turn, its balance sheet.

It's about culture, not campaigns

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The lesson is clear: You can't bolt innovation onto an organization. Leaders must bake it in. That means creating the time, space, and expectation for innovation to happen. It all starts with rituals—small, recurring behaviors that normalize exploration.

The lesson is clear: You can't bolt innovation onto an organization. Leaders must bake it in. That means creating the time, space, and expectation for innovation to happen. It all starts with rituals—small, recurring behaviors that normalize exploration.

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I often repeat the saying "To teach is to learn twice." Within my teams, we schedule regular show-and-tell huddles. Each week, for just a few minutes, someone shares a new application or improved workflow they've discovered using AI to achieve a business objective. For instance, one of my contributions was a demonstration of several eight-second Google videos created for a sales and marketing campaign. The innovation was in the creation and delivery using AI tools as well as in the messaging, impact, and efficiency achieved through the process.

I often repeat the saying "To teach is to learn twice." Within my teams, we schedule regular show-and-tell huddles. Each week, for just a few minutes, someone shares a new application or improved workflow they've discovered using AI to achieve a business objective. For instance, one of my contributions was a demonstration of several eight-second Google videos created for a sales and marketing campaign. The innovation was in the creation and delivery using AI tools as well as in the messaging, impact, and efficiency achieved through the process.

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Such public microdisplays and celebrations foster psychological safety around experimentation while building a collective, evolving library of AI plus HI plus innovation capacity within the team.

Such public microdisplays and celebrations foster psychological safety around experimentation while building a collective, evolving library of AI plus HI plus innovation capacity within the team.

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Structure matters too. In addition to evaluating managers on traditional metrics such as revenue and retention, assess them on how effectively they surface, support, and steward innovative ideas from conception through to implementation. When organizations track innovation key performance indicators—such as the number of innovations they've created, the total innovations they implemented, and the measurable business impact of those innovations—alongside financial metrics, creativity ceases to be extracurricular and becomes mission critical.

Structure matters too. In addition to evaluating managers on traditional metrics such as revenue and retention, assess them on how effectively they surface, support, and steward innovative ideas from conception through to implementation. When organizations track innovation key performance indicators—such as the number of innovations they've created, the total innovations they implemented, and the measurable business impact of those innovations—alongside financial metrics, creativity ceases to be extracurricular and becomes mission critical.

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To further reinforce that mindset, consider introducing a metric such as I/E, or innovation per employee, as your next boardroom conversation starter. It's a simple yet powerful way to quantify creative contribution and institutionalize innovation as a core value.

To further reinforce that mindset, consider introducing a metric such as I/E, or innovation per employee, as your next boardroom conversation starter. It's a simple yet powerful way to quantify creative contribution and institutionalize innovation as a core value.

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Finally, language counts. Organizations that innovate consistently:

Finally, language counts. Organizations that innovate consistently:

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  Use verbs such as

  Use verbs such as

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  test, iterate, evidence, impact,

  test, iterate, evidence, impact,

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  and

  and

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  implement.

  implement.

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  Focus on benefits such as higher engagement, consistent performance, and improved implementation.

  Focus on benefits such as higher engagement, consistent performance, and improved implementation.

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  Reward questions that begin with "What if" or "How might we."

  Reward questions that begin with "What if" or "How might we."

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  Tolerate smart failure as tuition for future breakthroughs.

  Tolerate smart failure as tuition for future breakthroughs.

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When those instincts feel second nature, you'll know culture has replaced campaign.

When those instincts feel second nature, you'll know culture has replaced campaign.

The role of evidence

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Leaders are right to ask, "How will we know this is working?" The answer lies in building measurement into the innovation cycle. Wherever possible, pair each initiative with a baseline business metric and a target outcome such as cycle time reduction, cost to serve, Net Promotor Score, or carbon footprint. Then, publish the changes.

Leaders are right to ask, "How will we know this is working?" The answer lies in building measurement into the innovation cycle. Wherever possible, pair each initiative with a baseline business metric and a target outcome such as cycletime reduction, costto serve, Net Promotor Score, or carbon footprint. Then, publish the changes.

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Early indicators matter as well. Track the throughput of ideas: number of challenges individuals opened, prototypes they built, tests they run, and patterns they noticed as well as the time versus impact. Even modest gains, when you report them transparently, create a flywheel of systemic confidence. They telegraph that innovation isn't a feel-good slogan; it's an operating discipline judged by hard numbers.

Early indicators matter as well. Track the throughput of ideas: number of challenges individuals opened, prototypes they built, tests they run, and patterns they noticed as well as the time versus impact. Even modest gains, when you report them transparently, create a flywheel of systemic confidence. They telegraph that innovation isn't a feel-good slogan; it's an operating discipline judged by hard numbers.

Your road map starts here

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Integrating AI, HI, and innovation does not begin with an all-hands meeting or a sweeping technology stack overhaul. Rather, the process lives in the L&D function and starts with your people. Identify individuals already demonstrating creativity, curiosity, and leadership potential. Then, give them structured opportunities to apply AI tools, within the scope of your company's approved technology stack, to solve real business challenges.

Integrating AI, HI, and innovation does not begin with an all-hands meeting or a sweeping technology stack overhaul. Rather, the process lives in the L&D function and starts with your people. Identify individuals already demonstrating creativity, curiosity, and leadership potential. Then, give them structured opportunities to apply AI tools, within the scope of your company's approved technology stack, to solve real business challenges.

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Provide proven frameworks such as design thinking or innovation sprints that balance speed with strategy. Keep the experience engaging, hands-on, and relevant. Make it fun. And ensure teams have access to intuitive platforms aligned with ISO 56000, the international standard for innovation process management. Those tools should guide the innovation process, capture knowledge assets, and support scalable innovation company-wide.

Provide proven frameworks such as design thinking or innovation sprints that balance speed with strategy. Keep the experience engaging, hands-on, and relevant. Make it fun. And ensure teams have access to intuitive platforms aligned with ISO 56000, the international standard for innovation process management. Those tools should guide the innovation process, capture knowledge assets, and support scalable innovation company-wide.

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The L&D function must also layer in assessments. Encourage teams and individuals to build portfolios of their work, documenting both the process and the outcomes. Recognize progress publicly to reinforce a culture of continuous improvement. But most critically, make it systemic. Innovation can't be a side project. Embed it as a shared responsibility across roles and departments.

The L&D function must also layer in assessments. Encourage teams and individuals to build portfolios of their work, documenting both the process and the outcomes. Recognize progress publicly to reinforce a culture of continuous improvement. But most critically, make it systemic. Innovation can't be a side project. Embed it as a shared responsibility across roles and departments.

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When companies ingrain AI-plus-HI training into the culture and every employee feels empowered to solve problems creatively, innovation becomes a continuous cycle. When the execution is part of a continuous learning culture, each round of innovation fuels the next, creating a self-reinforcing, upskilling culture—one in which staff see a direct connection between their ingenuity and the organization's competitive edge.

When companies ingrain AI-plus-HI training into the culture and every employee feels empowered to solve problems creatively, innovation becomes a continuous cycle. When the execution is part of a continuous learning culture, each round of innovation fuels the next, creating a self-reinforcing, upskilling culture—one in which staff see a direct connection between their ingenuity and the organization's competitive edge.

Build a legacy of innovation

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I sometimes ask executives a simple question: If a news station interviewed your company tomorrow, what would you say it does best? If the answer isn't "solving problems" or "innovating with purpose," you may be leaving your most valuable advantage on the table.

I sometimes ask executives a simple question: If a news station interviewed your company tomorrow, what would you say it does best? If the answer isn't "solving problems" or "innovating with purpose," you may be leaving your most valuable advantage on the table.

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The organizations of the future will not be the ones that adopt the most AI tools. They will be the ones that train their people to use those tools in ways no one else can. They will foster HI at scale. And they will systematize innovation as both a discipline and a culture.

The organizations of the future will not be the ones that adopt the most AI tools. They will be the ones that train their people to use those tools in ways no one else can. They will foster HI at scale. And they will systematize innovation as both a discipline and a culture.

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In that sense, the productivity advantage isn't just about doing more faster. It's about creating an enterprise where everyone feels equipped and empowered to turn ideas into results, again and again.

In that sense, the productivity advantage isn't just about doing more faster. It's about creating an enterprise where everyone feels equipped and empowered to turn ideas into results, again and again.

Design Thinking: The Missing Multiplier for AI Plus HI

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To effectively add exponential multiples to your workforce using artificial intelligence, human intelligence (HI), and innovation, you must use a process—such as design thinking. It is a powerful, proven framework.

To effectively add exponential multiples to your workforce using artificial intelligence, human intelligence (HI), and innovation, you must use a process—such as design thinking. It is a powerful, proven framework.

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At its core, design thinking is a human-centered, iterative problem-solving methodology. It guides teams to deeply understand challenges, explore insights, generate creative solutions, and validate them through real-world experimentation. When you pair that process with the analytical power and speed of AI tools, innovation accelerates.

At its core, design thinking is a human-centered, iterative problem-solving methodology. It guides teams to deeply understand challenges, explore insights, generate creative solutions, and validate them through real-world experimentation. When you pair that process with the analytical power and speed of AI tools, innovation accelerates.

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The process often follows five dynamic phases.

The process often follows five dynamic phases.

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  Discover: Empathize with users, define the challenge, and gather context.

  Discover: Empathize with users, define the challenge, and gather context.

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  Explore: Research pain points, uncover insights, and identify constraints.

  Explore: Research pain points, uncover insights, and identify constraints.

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  Imagine: Ideate multiple possibilities, challenge assumptions, and consider divergent perspectives.

  Imagine: Ideate multiple possibilities, challenge assumptions, and consider divergent perspectives.

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  Create: Prototype viable solutions, test quickly, and learn fast.

  Create: Prototype viable solutions, test quickly, and learn fast.

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  Reflect: Evaluate impact, iterate on feedback, and share results.

  Reflect: Evaluate impact, iterate on feedback, and share results.

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That structure supports and enhances the HI skills that organizations seek to grow, such as creativity, collaboration, communication, and critical thinking. When companies use design thinking as the scaffolding and apply AI as the accelerant, the combination becomes transformative. AI enables faster discovery through data insights, richer ideation with generative tools, and quicker prototyping through automation, all guided by collective human judgment and intuition.

That structure supports and enhances the HI skills that organizations seek to grow, such as creativity, collaboration, communication, and critical thinking. When companies use design thinking as the scaffolding and apply AI as the accelerant, the combination becomes transformative. AI enables faster discovery through data insights, richer ideation with generative tools, and quicker prototyping through automation, all guided by collective human judgment and intuition.

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In practice, teams spend less time stuck in analysis paralysis and more time creating. They rely less on guesswork and more on making decisions backed by real-time feedback. The process also builds confidence in teams as they see their ideas move from whiteboard to consensus to implementation, powered by AI but shaped by human insight.

In practice, teams spend less time stuck in analysis paralysis and more time creating. They rely less on guesswork and more on making decisions backed by real-time feedback. The process also builds confidence in teams as they see their ideas move from whiteboard to consensus to implementation, powered by AI but shaped by human insight.

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Design thinking is vital to removing internal barriers, fostering cross-functional collaboration, psychological safety, and shared ownership of innovation outcomes. It also gives L&D leaders a structured way to create learning experiences that are active, applied, and measurable.

Design thinking is vital to removing internal barriers, fostering cross-functional collaboration, psychological safety, and shared ownership of innovation outcomes. It also gives L&D leaders a structured way to create learning experiences that are active, applied, and measurable.

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Ultimately, when design thinking meets AI, you get more than productivity. You get an innovation and AI culture that knows how to solve problems creatively and deliver results—faster, smarter, and at scale.

Ultimately, when design thinking meets AI, you get more than productivity. You get an innovation and AI culture that knows how to solve problems creatively and deliver results—faster, smarter, and at scale.

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In today's world, that's a competitive necessity.

In today's world, that's a competitive necessity.