Good and smart decisions should be distinguished from wise decision-making — especially in the age of artificial intelligence (AI) where algorithms are increasingly used to automate business processes or to augment the accuracy and speed of decisions. This book argues why specific forms of intelligence as well as consciousness and enhanced conscience are crucial to make wise decisions — with consciousness to be clearly distinguished from intelligence. It also addresses why machine learning and smart computers (AI) are plausibly able to make "smart" (and thus to a certain extent "intelligent") decisions but definitely unable to help us to become wiser. In essence, optimizing a desired output in a business context will require a balanced approach with cognitive awareness and ethical reflection — synthesizing intuitive and algorithmic thinking — encompassing short-term profit and longer-term envisioning, and aiming to optimize created and captured value for shareholders while taking the concerns of those who have a real stake in the organization seriously. If business is about creating and sharing value in a future that is both "digital" and "relational", then innovative technologies like AI will play an increasingly important role. Consequently, mindful executives and their responsible boards therefore need to acknowledge the limitations of AI in business — especially when the uncertain future is estimated to be rather volatile or ambiguous than stable.
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Dr Peter Verhezen is a Professor of Innovative Business in Emerging Markets and Corporate Governance and Sustainability at the University of Antwerp and the Antwerp Management School (Belgium), and he also advises boards on governance and risk.
He was a former award-winning Associate Professor for global corporate governance at the University of Melbourne and Adjunct Professor at Melbourne Business School (Australia), and a Research Fellow for Governance at the Harvard Kennedy School (USA).
He publishes in the field of corporate governance and ethical leadership, business in emerging markets, and strategy and innovation.
As a practitioner, Peter worked as senior consultant for corporate governance at IFC–World Bank in Asia-Pacific, and as a debt negotiator-advisor for IBRA-IMF during the 'Asian crisis'. He co-founded and ran an IBM spin-off software company, Cimad Pacific, for more than 15 years in Southeast Asia and Australia in the early nineties till it was acquired by another international consultancy in 2007. Peter studied Economics & International Relations (ME), Management-Finance (MBA) and Philosophy (MA & PhD). He lives part time with his family in Bali-Indonesia and part time in Antwerp-Belgium.
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