Inc published a column arguing that artificial intelligence is fundamentally altering how leaders make decisions, and not necessarily for the better. The piece, authored by Jerry Colonna, suggests that while AI processes information at unprecedented speed, the best strategic choices come from deliberate, slower reasoning.
The article focuses on the tension between efficiency and wisdom in leadership. It warns that the allure of quick AI-generated answers can lead to shallow thinking, bypassing the nuanced judgment that human experience and reflection provide. Colonna advocates for what he calls “slowing down” as a counterbalance to AI’s velocity.
This perspective arrives amid a broader corporate debate over AI integration. Many companies are racing to deploy AI tools for decision support, yet critics argue that over-reliance could erode critical thinking and accountability. The column positions itself as a cautionary note for executives who might equate speed with effectiveness.
For leaders, the piece implies that the most valuable use of AI may not be as a decision-maker but as a tool for gathering data to inform human deliberation. The challenge, Colonna suggests, is resisting the pressure to match AI’s pace at the expense of depth.
The counter-argument, implicit in the column, is that AI actually augments decision-making by surfacing patterns humans miss, and that deliberately slowing down could lead to missed opportunities in fast-moving markets. Proponents of AI-driven leadership might argue that the real skill is learning to trust algorithmic recommendations faster, not hindering them.