While AI is the latest craze in technology adoption, FSCA’s CIO, Phokeng Mogase, emphasises that the human element in AI implementation will always take precedence over decisions solely driven by AI.
Much is being said about the transformational nature and benefits of AI for businesses; governments and societies at large. Artificial Intelligence is undoubtedly the most disruptive technology in modern day history. From AI to machine learning, large language (LLM) and now GenAI… and I bet the next level of AI is already out there waiting to go viral.
The pace at which AI is morphing itself into more human-like characteristics has made it more difficult for humans to distinguish what is real and what is AI, or should I say fiction given the deep-fake phenomenon, much to the dread of some futurists, technologists and AI critics with human existential concerns.
One of the greatest paradigm shifts brought by 4IR is shifting focus from automation for the sake of technology to automation for the sake of human needs. Technology investment decisions in the past were mainly influenced by technology considerations and hence fell short of creating better experiences for customers. Artificial intelligence – given its ability to simulate human intelligence – has influenced the way technology solutions are designed, placing humans at the centre of every innovation.
From user experience, customer experience right through to citizen experience models, it all puts the recipient of the service, i.e., the human-need, at the centre of the solution design. The evidence is seen in the rise of human-centric designs and predictive models such as hyper personalisation, all powered by AI.
Weighing AI’s opportunities and threats
What makes AI powerful is what makes it potentially dangerous. Leaders must pay attention to the relationship between AI outcomes and the decisions that are driven by human intelligence. Prioritising a deeper understanding of human intelligence supports the realisation of value and opportunities that artificial intelligence presents.
Human intelligence is a complex phenomenon, it is about the dynamic ability of humans to learn, understand and apply knowledge in various contexts through a range of cognitive, emotional and social abilities (including empathy, critical thinking, reasoning, creativity etc.), in order to navigate complex situations, solve problems and make informed decisions while also allowing for personal growth, innovation and progress.
The decisions that leaders have to make about AI have become much more intricate. In the public sector for instance, AI-related decisions can mean the difference between life and death, the difference between a great education system or not, whether a business can open as planned or not, or whether a family receives social benefits on time or not. Likewise in the private sector, AI-related decisions can mean the difference between growing or sinking an organisation or even the whole economy of a country.
That human touch
What AI calls for, is for leaders to humanise AI adoption; to be just as preoccupied with human intelligence as they are with AI technology so they can make decisions that promote AI and human collaboration, decisions that augment human capabilities, decisions that protect and enhance the lives of humans and not harm them.
The preoccupation in AI as a technology is, however, legitimate. Making AI-related decisions requires an understanding of its capabilities and powers, an understanding of what AI can do and can’t do. And once the understanding is there, leaders are called to make responsible undertakings upfront on what they will NOT use AI for.
Not doing this equates to humans relinquishing their power of discretion, discernment, creativity, decision- making. etc to AI – an eventuality we must avoid at all costs!
Given the hype about AI in the market, it may feel like we have missed the boat as leaders, however when one considers the adoption rate of AI in Africa as a whole, you will realise that we still have a good chance at it:, we are still within the window of opportunity.
In his book, African Artificial intelligence: Discovering Africa’s AI Identity, Dr Mark Nasila advocates for African leaders to take charge of AI and to turn it into a more problem-solving tool for Africa’s unique challenges. He adds that maximum value would not be realised by mimicking what is being done with AI in other countries because in addition to having unique challenges, resolving those unique challenges requires a deeper understanding of the unique problems and adapting AI solutions to consider, among others, Africa’s ethical and cultural nuances. Dr Nasila concludes that African business leaders need to assert their own unique identities and bend AI to match Africa’s unique needs.
The goal with AI should not be to replace humans, but rather to drive more human and machine collaboration and partnership. Leaders have the upper hand, the power to act responsibly!
