How Executives Use AI for High-Stakes Work
The real impact of AI agents is in shrinking the gap between a desired business goal and the actions required to achieve it. For the C-suite, strategic scenarios that once took weeks or months to analyze can now be stress-tested in an afternoon. Further down the organization, tedious work — coordinating, scheduling, and searching for information — is now handled by AI agents. This has fundamentally shifted the focus at every level of the organization, freeing up the entire company's cognitive bandwidth for the creative and critical thinking that drives growth.
In this newsletter and on our new employee experience page, we dive deep into all aspects of AI at Work, including how to lead a human-AI workforce; how to build specialized agents for each employee; how to design AI usage policies; customer stories; and much more.
— Lisa Lee, Contributing Editor, Salesforce
How execs use AI to battle-test big ideas
The CEO is perhaps the most pivotal figure in a company’s adoption of AI. Those at the vanguard are using it as a cognitive sparring partner to set strategy, challenge biases, preempt unseen risks, and perform competitive analyses. Learn what CEOs gain from using AI themselves, the ripple effect it sends, and three key ways they can lead the charge.
Conversational context: The key to smarter AI agents
Imagine starting your workday not by digging through email or Slack messages, but by asking an AI agent, “What are my customers and employees most concerned about this week?” As we move from single-agent use cases to multi-agent systems, AI agents will operate across contexts with broader autonomy, where groups of agents summarize thousands of customer and colleague interactions and conversations. How will we get there? Context. This article examines how Slack enables contextual AI.
Recommended by LinkedIn
What millennials can teach Gen Z about AI, and what Gen Z can teach the rest of us
Gen Z are true digital natives, comfortable using AI in their personal and academic lives, but they often lack the context and judgment to apply it effectively and safely in the workplace. Millennials can bridge this gap by being mentors: helping Gen Z learn how to navigate AI policies, evaluate AI’s output, and protect sensitive data. Here's what each cohort can learn from the other.
Inside Salesforce’s plan for AI skilling and digital labor
AI agents are changing everything, and we’re jumping in with both feet. We’re preparing our employees with hands-on learning days and career-growth tools. We’re focused on building the skills that matter now: how to collaborate with AI, how to use it strategically, and how to make it work for you.
We’re also practicing what we preach by embedding our AI platform, Agentforce, directly into our workflows. This frees up our teams to focus on bigger, more impactful work. By combining upskilling with safe, real-world AI experimentation, we’re creating a future where our people and our technology grow together.
This newsletter was curated by Lisa DiCarlo Lee, Contributing Editor at Salesforce.
--
2moBoth crytronic arms. Human anatomy is ultimate Defense company
L2 Engineer (CFS) at Lenovo | IT Support & System Administration | CompTIA A+ Certified | Microsoft 365 & Endpoint Management
3moFascinating read! As an IT Support Specialist and aspiring cybersecurity analyst, I’m seeing firsthand how AI is shifting from a buzzword to a daily tool. It’s exciting and essential for tech professionals at every level to start thinking of AI as a strategic partner, not just a backend utility.
This really reframes how we think about leadership in the AI era. I’ve always believed strategy isn’t just about having data—it’s about having time and clarity to act on it. And AI, especially as a “cognitive sparring partner,” is doing just that—shrinking the space between insight and action. But one thought I keep circling back to: as decision cycles get faster, are we also risking a drop in deliberation quality? Can accelerated thinking still leave room for ethical nuance, long-term vision, or stakeholder inclusion? The C-suite may gain sharper foresight—but maybe we also need newer metrics of wisdom, not just speed or efficiency. Would love to hear how others are balancing that tension.
Finance and Investment Consultant
4moVery well explained, how AI and humans can collaborate and do wonders. A very positive feedback. This is why rise up to the extent of 327% by year 2027.
Service Centre Manager @ Absa Group | Certification
4moWell captured. This article is helpful to those who fear AI will replace them. Look at it as a collerborative partner instead.