Leadership in the AI revolution

Nick Dormon examines the contrast between stabilising leaders and transformational leaders as artificial intelligence reshapes economies and societies. He draws on historical and corporate examples to argue that the coming era demands game changers who can guide disruptive change.

Two types of leaders

There are two broad types of leaders: plate spinners and game changers. Both are essential, but at different moments. Right now, the world needs game changers.

Historical examples

With stagnant economies, environmental pressures and rising costs, preserving the status quo is no longer enough. Neville Chamberlain played a crucial role in buying Britain time before the Second World War. By signing the Munich Agreement, he made an uncomfortable balance between moral principle and practical necessity, knowing Britain was not yet prepared for war. As a plate spinner, he sought to preserve stability long enough for the country to strengthen its defences, even though history will judge him harshly.

When the moment came to mobilise the nation, Britain needed a very different leader. Winston Churchill’s vision, determination and willingness to challenge convention transformed Britain from a peacetime nation into one capable of winning a global conflict.

Business parallels

Business follows a similar pattern. Most organisations need a Neville to provide stability, consistency and operational excellence. But when industries are being disrupted, they need a transformational leader.

Tim cook has done an extraordinary job growing Apple into one of the world’s most valuable companies. Yet it took steve jobs to rescue a struggling business through a bold vision of how technology could transform everyday life, culminating in the iPhone, arguably the most successful consumer product ever created.

Similarly, paul polman fundamentally reshaped Unilever by demonstrating that commercial success and sustainability could reinforce one another. His ten‑year Sustainable Living Plan helped redefine corporate responsibility while delivering substantial shareholder value.

AI as a transformational moment

Artificial intelligence represents another transformational moment. The need for game changers is evident in both business and government. Political leaders face difficult choices. There is not enough money to satisfy every priority, meaning someone will inevitably be disappointed. Yet if Britain is to fund its defence, environmental commitments and public services over the long term, economic growth must become the overriding objective and AI is one of the greatest opportunities to achieve it.

Government must position Britain to lead this technological revolution through investment in infrastructure, supportive regulation, education and workforce transition. Failure to do so risks leaving the country behind, with unemployment increasingly affecting highly educated professionals as well as traditional occupations.

That will require leaders with courage, conviction and a willingness to make unpopular decisions, not simply leaders who seek to please the crowd.

Future outlook

Recently, short seller Carson Block argued in The Economist that humanity’s ability to innovate has consistently outpaced its ability to adapt to those innovations. He predicts significant disruption to labour markets and investment as highly paid professionals become increasingly displaced by AI. The author is less convinced.

Historically, innovation has often spread more slowly than expected because adopting new technology required people to learn complex new skills. The pace of technological change was frequently constrained by the speed of human adaptation.

The author’s own experience illustrates this. In the early 1990s, the author worked as a designer of early internet platforms and witnessed how initial hype gave way to gradual, skill‑driven adoption. That pattern suggests that while AI will create pressure, societies can respond if leadership provides clear direction and resources.

In summary, the AI revolution calls for leaders who can discard the plate‑spinning approach when disruption demands bold, visionary action. The balance between stability and transformation will determine whether economies thrive or falter in the coming decade.

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