Are You An AI Domain Owner Or Just An AI Tourist?
Sharpening the Muscle
I had the absolute pleasure of sitting down with Gabriel Million for an episode that I can only describe as a cracker. We released it on Saturday, the 31st of January, and the response has been phenomenal. It is already tracking as one of our most-listened-to episodes. If you have not had the chance to tune in yet, I highly recommend you do so.
The insights Gabriel shared regarding the evolving role of leadership in the age of Artificial Intelligence (AI) are essential for anyone looking to stay relevant in today’s landscape.
The conversation, coupled with a recent McKinsey report we discussed, sparked some deep reflection for me. It feels as though we are standing at a crossroads where the traditional definitions of ‘business leader’ and ‘tech expert’ are no longer sufficient. Today, I want to explore how we bridge that gap, turning process owners into true AI transformers.
The Missing Piece: The Domain Leader
One of the most striking parts of our discussion focused on the concept of the ‘Domain Leader’. While McKinsey defines these individuals as executives who own major processes or product lines end to end, Gabriel brought a much-needed human perspective to the term.
In the old world, organisations were often divided into two distinct tribes. On one side, you had the tech experts who were deep in code and data. On the other, you had business leaders who almost wore their lack of technical understanding as a badge of honour. This separation used to be manageable, but in the current climate, it has become a significant liability.
A person running a business process who does not grasp the technology shaping it is no longer just a manager: they are a blocker. Gabriel noted that you cannot bypass ‘getting your hands dirty’. This does not mean you must become a computer scientist, but it does mean you must develop technical fluency to maintain credibility and motivate your teams.
The Three Cs Framework
Gabriel introduced a brilliant framework to help leaders navigate this transition. He calls it the Three Cs: Clarity, Capability, and Capture.
1. Clarity
Clarity must always come first. Most AI initiatives fail because teams jump straight to the tools before they have aligned on a purpose. Leaders must ask: What problems are we actually trying to solve? Which decisions are we improving? Who owns these outcomes? Without this foundational alignment, even the most sophisticated technology will fail to deliver results.
2. Capability
This involves more than just technical skills. It encompasses leadership capability, operating models, and trust. As Gabriel pointed out, it is about understanding the intersection of systems and people. You need enough fluency to ask the right questions and spot opportunities where AI can truly add value.
3. Capture
How does the value actually land? Does it manifest as reduced costs, increased speed, or a better customer experience? If you cannot track the value, the initiative is little more than ‘innovation theatre’. Domain leaders must be accountable for capturing the benefits and ensuring they reflect in the bottom line.
Being Bionic: The Enhanced Leadership Approach
These concepts align perfectly with the philosophies I explore in my book, Enhanced Leadership. I often speak about the necessity of being ‘bionic’, which is the fusion of a human core with technological augmentation.
In the book, I write:
‘The bionic leader does not fear the machine; they use it to amplify their uniquely human qualities of empathy, intuition, and strategic vision. To lead in the future, one must master the art of being both high-tech and high-touch.’
Purpose anchors you, which is the essence of Clarity. Developing your ‘second muscle’ through deliberate upskilling is the path to Capability. When we embrace this bionic mindset, we move from being passive observers of change to active transformers of our domains.
Practical Steps for Leaders
If you are leading a team or a department, the transition to becoming a domain leader starts with small, consistent moves. You do not need to upend your entire schedule to begin building this muscle.
Audit Your Calendar for Graft: Identify repetitive, manual tasks that AI could potentially handle. Aim to free up two hours a week. Use this reclaimed time to ‘shadow’ your tech team or map out the data friction points in your domain.
Pick One Tool: Choose a single AI tool and commit to using it daily for a month on real tasks. Pair up with a team member to compare notes. This practice will help you learn how to ask better questions and understand the limitations of the tech.
Apply the Three Cs to a Project: Take a current project and run it through the framework. Are the conversations clear? Is the capability there? How are you measuring the capture of value?
Insights for Coaches
For those in the coaching profession, your role is shifting as well. You are no longer just coaching for performance; you are coaching for digital literacy and systemic thinking.
Diagnose Failure Points: Use the Three Cs as a diagnostic tool for your clients. If a leader is frustrated with their ‘digital transformation’, ask them which of the three Cs is missing. Often, they have invested in capability but lack clarity.
Encourage Technical Curiosity: Help your clients overcome the fear of ‘not being a tech person’. Coach them to see technical fluency as a core leadership competency, much like financial literacy or emotional intelligence.
Focus on System Ownership: Move the conversation from managing people to owning systems. A coach can help a leader visualise how AI, data, and human talent interlink to create a more efficient and empathetic workplace.
Conclusion and Call to Action
The shift from being a mere process owner to an AI transformer is not an optional upgrade; it is a requirement for modern leadership. By embracing the Three Cs and adopting a bionic mindset, you can ensure that technology serves your purpose rather than complicating it.
I thoroughly enjoyed my time with Gabriel, and I hope these reflections help you on your journey to becoming a more enhanced leader.
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