Stephen G. Parry, founder of the Sense and Adapt Academy, is leading efforts to develop a paradigm shift in our operational strategy. He urges us to move from a profit-based, efficiency-focused way of thinking into a more relational-oriented approach. We call Parry’s method Accelerated-human-Intelligence (AhI), and it puts extraordinary adaptability within reach of any organization. These entities will feel disruption first and pivot their mode of operation fast and secure.
Aside from her advocacy of digital twins, Parry’s ideas aren’t entirely new—they build upon concepts that have been discussed for decades. He contends that the old-fashioned “make and sell” business model is no longer the most effective. Rather than focusing on the continuous improvement of the processes we already have in place, Parry argues that organizations should instead pursue continuous adaptability.
In Parry’s view, the big problem right now is that businesses are utilizing AI to duplicate old processes. Although this can make projects faster and cheaper, it usually results in more waste. He states, “We’re using AI to replicate old systems, making things cheaper, neater, faster, but more wasteful. We’re working quicker, not smarter, mistaking automation for progress.”
As Parry explains, this current over-reliance on AI can be easily abused or misinterpreted. Everyone from students to editors rely on AI technologies, believing that what they produce is true. He warns that “AI draws from the internet, which includes a lot of misinformation.” He describes this phenomenon as looking through a telescope from the wrong end. It’s resulting in organizations coming to misleading conclusions simply because they’re working from an incomplete collection of bad data.
It is precisely this critical spirit that Parry believes the future workforce must be trained to develop. “We need to have critical faculties to decide what is true and what isn’t,” he asserts. Without these wants, organizations warn at risk of being misled or led astray by half-truths.
The crux of Parry’s argument lies in enhancing the workforce’s capabilities rather than replacing human labor with automation. “What’s needed now is to accelerate the AI wisdom within our workforce that questions purpose, not output,” he explains. As AI proliferates, organizations have an opportunity to bridge human intent with machine capability. This tactic cultivates work atmospheres that boost output and encourage development as individuals.
Parry thinks that the largest expense for firms today is no longer labor. It’s not Congress’ fault that they’re unwilling to embrace change when the circumstances call for it. “It requires rethinking the nature of the work itself to focus on new business outcomes,” he states. This requires creating measurement systems that focus on delivering new customer value instead of just transactional efficiency.
Parry cautions against hitting future generations too hard in the quest for increased productivity through less-productive practices. “If we leave behind our youth in the interest of productivity, we risk losing the ingenuity required to create the future,” he states emphatically.
He highlights the difference between improvement and adaptability. Adaptability is not just an improvement. Improvement is doing the old things better. Adaptability is about doing something new. This change in mindset is critical for organizations seeking to survive and succeed in an increasingly complex and dynamic environment.
Parry’s vision for the future of business values connections over transactions and agility over efficiency. By empowering employees and fostering a culture of critical thinking, he believes companies can navigate the complexities of modern markets more effectively.
