{"id":348102,"date":"2025-01-11T23:08:24","date_gmt":"2025-01-11T22:08:24","guid":{"rendered":"https:\/\/sauldie.org\/de\/fuehrungskraefteentwicklung-ki-kompetenz-kiroi-2\/"},"modified":"2025-01-11T23:08:24","modified_gmt":"2025-01-11T22:08:24","slug":"leadership-development-ki-competence-kiroi-2","status":"publish","type":"post","link":"https:\/\/sauldie.org\/en\/leadership-development-ki-competence-kiroi-2\/","title":{"rendered":"Leadership development: With KIROI step 9 to AI competence"},"content":{"rendered":"

Leadership development plays a central role in the targeted promotion of skills that are indispensable in today's dynamic working world. The integration of AI skills is becoming increasingly important, particularly in the context of digitalisation. KIROI Step 9 helps to systematically embed this innovative requirement in development programmes for managers. This creates a contemporary management culture based on sound knowledge and the responsible use of artificial intelligence.<\/p>\n

AI expertise as a key competence in management development<\/h2>\n

The ability to not only understand AI systems technically, but also to use them in an ethical and organisationally sensible way, is fundamental for managers today. Companies are increasingly demanding that managers are able to recognise and appropriately manage risks, opportunities and legal requirements when dealing with AI. This is where KIROI Step 9 comes in, helping to analyse existing skills and develop them further in a targeted manner.<\/p>\n

One industrial group, for example, uses this approach to support division managers in the digital transformation. They learn how to analyse AI-supported production data and make data-based decisions. At the same time, managers are sensitised to legal and ethical issues, which promotes the sustainable implementation of AI applications in the company.<\/p>\n

Personalised training sessions based on KIROI Step 9 also provide managers in the financial sector with practical insights into the use of AI systems for risk assessment. This not only strengthens expertise in dealing with innovative technologies, but also increases the confidence of customers and teams in the digital transformation.<\/p>\n

Best practice in management development is created when technical knowledge is combined with social and ethical skills. For example, a medium-sized software company supports its managers with workshops that focus on team communication and awareness of social impact in addition to AI applications. The managers often report increased ability to act and improved collaboration.<\/p>\n

Variety of methods in the KIROI-supported development process<\/h2>\n

Successful leadership development combines various learning formats that address individual needs and objectives. KIROI Step 9 focuses on personalised learning paths. They combine on-the-job training with structured knowledge transfer and regular feedback loops.<\/p>\n

One energy company, for example, relies on job rotation to give managers a broader understanding of AI fields of application. Changing areas of responsibility allow for practical experience, which is accompanied by coaching to reflect on individual challenges.<\/p>\n

In the public sector, learning workshops based on AI orientation concepts promote the development of organised AI skills. They teach how processes can be optimised using data and how legal requirements can be met. Participants report that they feel more confident in managing AI projects independently as a result.<\/p>\n

Another example is the digital learning platforms used by an international pharmaceutical company. Here, managers use real-life scenarios to solve learning tasks that prepare them specifically for the use of AI technologies in research and development. The combination of theory and practice supports the sustainable development of skills.<\/p>\n

Practical examples of modern support through transruption coaching<\/h3>\n

Transruption coaching supports managers in change processes relating to AI skills development in an individual and practical way. A major telecommunications provider uses this method to support managers in the integration of new AI-based management tools. The coaching sessions help to reduce uncertainty and promote an open culture of change.<\/p>\n

In the automotive industry, division managers benefit from such coaching sessions by reflecting on their leadership behaviour in the context of AI applications. This enables them to make their decisions more transparent and better integrate employees into digital transformation projects.<\/p>\n

\n

BEST PRACTICE with one customer (name hidden due to NDA contract)<\/b> A medium-sized technology group used transruptions coaching to strengthen management development with a focus on AI expertise. The process comprised several online modules, practical exercises and individual coaching sessions. This enabled managers to use AI tools safely and assess their impact on team dynamics at the same time.<\/i><\/p>\n

Leadership development with a focus on AI expertise: tips for implementation<\/h2>\n

For sustainable management development, it is advisable to carry out a needs analysis at an early stage. This involves identifying existing knowledge and needs in order to organise targeted learning measures. The combination of training, coaching and on-the-job learning ensures practical and personalised skills development.<\/p>\n

It is also important to provide managers with continuous support instead of leaving them to deal with individual measures on their own. Regular feedback sessions and adjustments to learning paths provide orientation and increase motivation. This enables companies to better utilise the potential of AI and act responsibly at the same time.<\/p>\n

For example, companies organise integrated development programmes that address ethical aspects and social skills in addition to technical skills. In this way, holistic leadership skills are developed to meet future challenges.<\/p>\n

Management development with the integration of KIROI step 9 offers valuable support in order to maximise the potential of the digital transformation. Systematic promotion of AI expertise creates a management culture that combines innovation and responsibility.<\/p>\n

My analysis<\/h2>\n

Leadership development is one of the key issues in shaping change. The integration of AI expertise through KIROI Step 9 makes an important contribution here. It supports managers in exploiting the opportunities of digitalisation and mastering ethical and organisational challenges in the process. Practical learning formats and individualised support create lasting impetus for future-oriented leadership. Companies benefit if they pursue this process holistically and systematically.<\/p>\n

Further links from the text above:<\/h2>\n

\nLeadership development: methods, concepts<\/a>
\nAI competences according to the AI Regulation<\/a>
\nLeadership development: Comprehensive guide<\/a>
\nManagement development: trends and measures<\/a>
\nKIROI Step 9: Leadership development for AI expertise<\/a>
\nKIROI Step 9: Leadership development through AI<\/a>
\nLeadership development: definition and methods<\/a>\n<\/p>\n

For more information and if you have any questions, please contact Contact us<\/a> or read more blog posts on the topic Artificial intelligence<\/a> here.<\/p>","protected":false},"excerpt":{"rendered":"

F\u00fchrungskr\u00e4fteentwicklung spielt eine zentrale Rolle bei der zielgerichteten F\u00f6rderung von Kompetenzen, die in der heutigen dynamischen Arbeitswelt unverzichtbar sind. Besonders im Kontext der Digitalisierung gewinnt die Integration von KI-Kompetenz zunehmend an Bedeutung. Der KIROI-Schritt 9 unterst\u00fctzt dabei, diesen innovativen Anspruch systematisch in Entwicklungsprogramme f\u00fcr F\u00fchrungskr\u00e4fte einzubetten. So entsteht eine zeitgem\u00e4\u00dfe F\u00fchrungskultur, die auf fundiertem Wissen … Read more<\/a><\/p>","protected":false},"author":1,"featured_media":348101,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_ef_editorial_meta_date_first-draft-date":"","_ef_editorial_meta_paragraph_assignment":"","_ef_editorial_meta_checkbox_needs-photo":"","_ef_editorial_meta_number_word-count":"","footnotes":""},"categories":[3061,200,3244,3247,4004],"tags":[282,2717,3618,2734,6107,3062,3826,3194,2739,5783],"class_list":["post-348102","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-kiroi-blog","category-digital-leadership","category-digitale-transformation","category-hr-arbeit-teams-4-0","category-sanjay-sauldie-glossar","tag-compliance","tag-digitalisierungsportverein","tag-ethikrichtlinien","tag-fuehrungskraefteentwicklung","tag-ki-kompetenz","tag-kiroi","tag-leadership2025","tag-nachhaltigkeit","tag-unternehmenskultur","tag-verantwortungsketten","generate-columns","tablet-grid-50","mobile-grid-100","grid-parent","grid-25"],"rmp_feedback_val_new":"3366","_yoast_wpseo_primary_category":"K\u00fcnstliche 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