Artificial intelligence is becoming an enabler much like the internet – something we use without thinking about it. Understanding its possibilities grows and accumulates through practical use. The pace of development depends on the courage of executive leadership: now more than ever, leaders must be able to both envision and inspire, as well as listen and observe. Strong support from leaders encourages bold experimentation and accelerates collective learning.
Anticipating the future and assessing different scenarios are central to leadership and strategy work. Executives and boards are currently preoccupied with expectations linked to emerging technologies, especially AI. These discussions often lead to the question of how work will change: which tasks might disappear, what new ones will appear, and what is the role of humans in relation to AI?
“In the AI transition, what matters most is the ability of leadership and the whole organisation to explore and learn quickly. Instead of optimising individual components, it’s time to redesign how our companies operate. When the focus shifts to processes, roles, and responsibilities, leaders face challenges in supporting unlearning, removing barriers to new ways of seeing, encouraging open-mindedness, and ensuring that lessons learned are shared effectively. The most adaptable will succeed best here,” says Anna-Mari Ylihurula, SVP, Corporate Business at DNA.
“It’s an illusion to think that we can sit back, observe development, and wait for a better moment to jump in. Our duty as leaders is to bring the entire organisation along on the journey of discovering how to benefit from AI. For example, we defined priority areas where we aim to generate significant new business value using AI. We then created a framework to evaluate the benefits of different operating models and use cases. What matters most is leading renewal and reshaping the ways of working,” Ylihurula continues.
AI gives humans superpowers
In early 2025, consultancy firm McKinsey warned in its Superagency in the Workplace Report that leaders – not employees – delay organisational AI transformation. Generative AI tools have already become part of everyday life outside the workplace, and early adopters are often digitally native young professionals.
Superagency mindset emphasises that the foundation of capability isn’t education alone – it’s humanity.
The term Superagency was coined by LinkedIn founder Reid Hoffman. It refers to amplifying human capabilities with AI. Here, “agency” refers to human autonomy and the ability to act: AI is seen as giving “superpowers” to this human agency, while decision-making authority remains with the humans.
“The changes brought by AI mean many tasks will shift, and reskilling will be needed. At the same time, Superagency mindset emphasises that the foundation of capability isn’t education alone – it’s humanity. Human time and talent should be used where people excel and feel most at ease: being the interface for another human,” Ylihurula says.
In Finland, experts such as Professor Hannu Toivonen from the University of Helsinki have excelled at explaining AI’s strengths and limits. In an HS Vision interview already a couple of years ago, Toivonen emphasised that AI has no independent agency. It consists of software performing tasks assigned to it, without the autonomous ability to operate beyond its assigned tasks.
The development of artificial general intelligence, which would surpass current limitations, remains theoretical for now, and researchers’ timelines vary from years to centuries. At present, a leader can ask AI to summarise all the regulations affecting their industry or outline proposed new rules, but generating understanding and putting actions into practice remain human responsibilities.
AI strengthens continuous strategy work
In many companies, strategy work is becoming a continuous process. In a Superagency world, AI agents support this work by constantly monitoring signals, summarising data, and, within their authorised boundaries, making decisions. Humans set these boundaries and interpret the results in terms of the business and prior assumptions. Human strengths lie in understanding processes, simplification, standardisation, reimagining operations, and the optimal use of technology.
AI is easy to experiment with but difficult to scale.
“It is crucial that executive leadership actively use AI themselves. Generative AI tools are incredibly helpful for quickly grasping virtually any topic. Even though humans still make the choices and decisions, AI that speeds up information gathering and structuring helps leaders stay a step ahead of those who have not yet adopted these tools effectively,” Ylihurula says.
“AI is easy to experiment with but difficult to scale. Without proper planning, AI applied as an afterthought may only add new costs. That’s why it’s important to dig deep into processes and operating logic and identify standardisable functions where AI can deliver scalable added value,” Ylihurula emphasises.
Human creativity in the Superagency era includes the ability to think about how AI-generated insights or new opportunities can be utilised. Creativity isn’t limited to traditionally “creative” tasks or roles; it is the continuous reflection on what something means for us. That is where humans shine.
What heights will AI development reach in the future? The humanisation of AI and the rise of general AI may enter our everyday lives sooner than we expect. Take a peek into the crystal ball and read more about Technology Trends 2026!
