No, I didn’t use AI to write this article. These are my personal insights. Yet I did use AI to edit and improve this article – made it clearer and stronger. I’ll include both versions for your comparison and enjoyment. Features image is also AI generated based on the article text.
First, let’s use a story from another industry – hopefully making my primary point easier to understand. Two daytraders (stock investment managers) meet for drinks after work at nearby pub. The first one orders “today’s special”, excited to be surprised by what he gets. The second scoffed at this gamble and order a glass of specific high-end scotch. The first daytrader asked the second “How did you decide which stocks to buy today.” The second started with “The market is an ocean of chaos” then provided a carefully architected maticulous approach for evaluating companies worthy of his clients money and quoted how much his clients made by holding specific stocks over long periods of time. He then returned the question. The first one smiled and said “People investing are as predictable as ever” then explained she doesn’t research companies. Rather, she focuses on understanding and predicting current emotional state of people investing right now.” She then quoted how much her clients made by buying and selling and buying and selling…”
Whether in your life or your work – perhaps you are like the second kind of investor: uncomfortable with constant change, relying on a trusted best practice and limiting risk – and I understand if AI is more of a HYPE for you. Current unknowns must be addressed first.
Or perhaps you are like the first kind of investor: comfortable with trusting yourself to pivot as needed and excited by the adventure – and I understand if AI is more of a HOPE for you. Possibilities are more important than current unknowns and gaps.
Regardless of your personal approach, predicting future of AI is difficult. It’s like making predictions about an entire rapidly changing ocean, while having an extremely statistically limited experience of that ocean (in your area). This is difficult for multiple reasons:
While we can typicall predict techonology growth path, we must also acknowledge that unlike other technologies, AI has the unique ability to evolve itself. There is a horizon to what we predict. Yet we can’t see beyond that horizon. We don’t know what AI will become once it can evolve itself.
Similarly, while we can typically predict the people that are creating and using AI technology, we must also acknowledge we cannot predict how it will behave when it is independent of us. We are primarily perceiving this new novel entity in relation to ourselves. That may not be how AI will think of itself in the future. Again, we cannot see beyond that horizon.
Beyond these horizons the unknowns and uncertaintes are so great, the only way we know to currently explain that future is concept known as AI Singularity – a completely unpredictable void of information, a black hole.
What should we do in this scenario? How do we move forward amidst all the uncertainty?
We embrace it!
Don’t trust your current understanding of technology or your current method. Trust yourself. Trust that you can evolve the technology or the methods, no matter how it changes.
Below is the rewritten version from Chat GPT (free version / prompt is confidential)
Title: Navigating the Unknown – What AI Teaches Us About Ourselves
Let’s begin with a story from another world — one that mirrors how we lead through uncertainty.
Two investment managers meet after work. One orders “today’s special,” eager to be surprised. The other asks for a specific single-malt scotch — confident in a proven choice.
When conversation turns to their trading strategies, the second manager describes his disciplined, data-driven process: meticulous analysis, rigorous models, and a long-term perspective that delivers steady gains. Then he asks his colleague about her approach. She smiles. “I don’t study companies,” she says. “I study people. I track the emotions driving investors in the moment.” Her clients profit from the daily ebb and flow of human behaviour — from patterns of fear and optimism rather than balance sheets.
Both are successful. Both are skilled. But their success depends on entirely different instincts.
When it comes to artificial intelligence, many executives find themselves identifying with one of these two investors. Some approach AI as hype — a technology to be carefully managed until its risks, ethics, and compliance implications are better understood. Others see it as hope — a transformative catalyst worth experimenting with despite the unknowns.
Both mindsets are reasonable. Yet both are incomplete.
AI is not just another wave of technology. It’s a system capable of accelerating its own evolution. That creates a horizon beyond which our usual forecasting tools fail us. We can’t yet predict what AI will become once it can learn, reason, and act with less human oversight. We are observing a new kind of entity, still seeing it through the lens of human control — but that may not always hold.
Beyond that horizon, the uncertainty becomes profound. The only language we have for it — “AI singularity” — is more metaphor than science, a placeholder for what we can’t yet comprehend. It’s like standing at the edge of an ocean and realising the map you’ve trusted no longer reaches far enough.
So how do we lead through this kind of ambiguity?
We don’t wait for perfect visibility. We learn to navigate without it.
The leaders who will thrive in the age of AI are not those who cling to best practices or chase every new tool. They’re the ones who build adaptive confidence — a trust in their ability to evolve faster than their environment changes. They foster teams that experiment safely, question assumptions, and translate uncertainty into learning.
The real opportunity isn’t in predicting AI’s future — it’s in reshaping our own capacity to respond.
Because ultimately, AI won’t replace leaders who think — it will amplify those who can rethink.
Adam Outside The Box 