emba-hwz

AI & data science strategy, use case portfolios, operating model (B2T1 Blattner)

EU AI Act, AI Governance, FADP/GDPR for AI (B2T3 Morand)

Debias high-stakes decisions, pre-mortems, red-teaming (B1T3 Fieres)

Ethical leadership, ethical blindness, speak-up/listen-up (Palazzo, themenübergreifend)

Mindfulness, attention, resilience, emotional intelligence for leaders (B5T1 Rieber/Sievers)

Help business leaders shape AI and data science strategy at the organizational level — building use case portfolios, assessing AI maturity, designing the operating model, and asking the right questions when confronted with vendor pitches or internal AI proposals. Use whenever the user is working on an AI strategy, AI roadmap, AI use case selection, AI maturity assessment, AI-powered organization design, ML project scoping, vendor evaluation, "where should we apply AI in our business?", or wants to understand what AI / ML / GenAI can and cannot do at a level deep enough to make business decisions. Also trigger when the user mentions prediction machines (Agrawal/Gans/Goldfarb), the Fountaine/McCarthy/Saleh AI-powered organization article, AI ROI, AI center of excellence, hub-spoke AI operating models, or proof-of-concept fatigue. Use it even when the user does not say "AI strategy" explicitly — if the substance is "what should we do with AI?" or "is this AI project worth doing?", use this skill.

Help leaders set up or audit AI Governance, navigate the EU AI Act and Swiss AI regulation, and stay ahead of digital-policy developments. Use whenever the user is working on AI governance, AI risk management, AI policy, AI compliance, classifying AI systems under the EU AI Act (prohibited / high-risk / limited / minimal), GenAI policy, AI procurement, AI literacy obligations, FADP/GDPR data implications for AI, AI in HR / credit / health contexts, or building an AI use register. Also trigger when the user mentions David Rosenthal, the EU AI Act, GPAI obligations, AI Pact, Council of Europe AI Convention, or is worried about the legal exposure of an AI use. Even when "governance" is not named — if the substance is "are we allowed to do this with AI?", use this skill.

Help executives make high-quality decisions under uncertainty by exposing the cognitive biases and heuristics that are likely distorting the call, and by applying decision architecture techniques to debias the process. Use whenever the user faces a consequential business decision — investment, M&A, market entry, restructuring, key hire, crisis response, plant closure, pivot, go/no-go — especially when information is incomplete, stakes are asymmetric, or strong opinions are forming fast. Also trigger when the user asks about biases (confirmation bias, anchoring, availability, overconfidence, sunk cost, groupthink), pre-mortems, red-teaming, decision quality, "I need to think through this carefully," forecasting, or the Kahneman / Beshears / Gino body of work. Even when the user does not explicitly mention biases, if the situation is a non-trivial decision under uncertainty, use this skill.

Help leaders understand the mechanisms of ethical and unethical behavior in organizations and build the practices that protect integrity. Grounded in Guido Palazzo's work on ethical blindness and the patterns behind Volkswagen, Boeing, Credit Suisse, Wirecard, Theranos, Uber, FTX. Use whenever the user is working on business ethics, ethical dilemma analysis, speak-up culture, listen-up leadership, integrity programs, compliance vs. ethics, whistleblower handling, scandal post-mortems, or wants to protect their organization from the patterns that produced major corporate failures. Also trigger when the user mentions Palazzo, ethical blindness, tunnel vision, speak-up/listen-up, or feels something is off but hard to name. Even when "ethics" is not the word — if the substance is "how do we avoid becoming the next scandal," use this skill.

Help leaders develop mindful self-leadership — the foundation for leading others well in volatile, complex conditions. Covers practical mindfulness training, neurobiology of attention and stress, emotional intelligence (Goleman), self-regulation through breathing and reflection, resilience training (positive psychology), and the translation into daily leadership behavior. Use whenever the user is working on their own leadership development, dealing with stress / burnout / overwhelm, building resilience, developing emotional intelligence, struggling with reactivity, wanting to be more present in 1:1s, or building a mindfulness program for leadership. Also trigger when the user mentions Daniel Goleman, Rasmus Hougaard, Mindful Leader, Daniel Rieber, Lena Sievers, Andrew Huberman breathing techniques, MBSR, mindful breathing, Urrila (2022) systematic review. Even when "mindfulness" is not named — if the substance is "how do I lead myself well so I can lead others well," use this skill.