And why the courageous leaders who embrace change will shape the future
You might have caught wind that there’s a lot of hype—and anxiety—around generative AI lately. No longer is this transformative technology merely threatening the manual labor force; it’s eyeing the corner offices, creative studios, and corporate meeting rooms with increasing interest.
We thought hard about writing on a subject that’s already so widely discussed, but ultimately, felt it unavoidable. Firstly, because generative AI tools are quickly weaving into our processes here at Takt. But also because we’re fielding a lot of questions (and concerns) from clients and partners about how—and if—to incorporate these technologies into their teams and workflows.
So here we go. After months of experimentation, observing their capabilities and impact on creative work in general, we thought we’d capture our findings and experiences in hopes they might help other creative leaders navigate these strange new waters we all find ourselves in. Debunking misconceptions about generative AI is the first step.
An AI-powered reality: four unavoidable truths
Whether you’re a CEO, Jr Designer, Marketing Director, or run a creative agency, it’s important to know that;
The transformative power of creative AI is not a passing trend. These tools are already drastically changing the way creative teams work, and they’re iteratively improving faster than you can possibly imagine. Below is a Tweet by @juliancole showing the progress Midjourney has made over the course of one year. The majority of quality concerns most people voice will be resolved in a matter of weeks or months, not years.
There will be clear winners and losers. As the saying goes, “Pioneers take the arrows, settlers take the land.” Throughout our lives, we’ve seen this pattern unfold more than a few times. Napster paved the way for Limewire, which ultimately led to the rise of Spotify. Microsoft came before Apple, and Ask Jeeves before Google. What’s true is that Innovation is fraught with risks. What’s changed is that today, the dangers of eschewing innovation far outweigh the risks of adoption.
Leaders will fall into two categories. When confronted with AI, leadership teams will diverge into those that aim to be best and those that strive to differentiate. And, as has always been the case, those that strive to be best will find themselves at a serious disadvantage in a perpetual race towards commoditization (see Michael Porter’s Five Forces). This is where you’ll see the majority of lay-offs happen.
The winning strategy; differentiation, while fundamentally more challenging, will be far more advantageous. It requires vision, curiosity, and a desire to focus human equity on areas that can generate more value, separating them from the competition instead of competing within what already exists. I think you already know which kind of leader you want to be.
AI is not a passive player. Its impact will be profound and will necessitate a thorough reassessment of your business operations and value proposition. Delay is not an option; adaptation is mandatory.