By Nareh Voskanyan The Generation of Change – (When the old script no longer works) We are a generation in transition. Children of a world that raised us with precise rules: find a stable job, buy a house, build a family, plan everything, stay in line. And yet, today, we wake up in a time that has dismantled those certainties. The stable job is precarious, the house is no longer a guarantee of security, relationships are shifting, social models are transforming. There are no more safe scripts. There are no guarantees. There are no pre-traced paths to happiness. For many, all this creates confusion. We cling to models that no longer work, because letting them go is scary. Admitting that the old ways are no longer enough means facing the void, the uncertainty, the “I don’t know.” But there are also those who feel the pull toward evolution, who are willing to step into the unknown, who understand that only by trying, failing, and trying again can we find our own authentic path. Not the perfect one. Not the guaranteed one. But the true one. Two worlds — can they meet? And here’s the big question: can these two visions coexist? Can someone who seeks stability, certainty, a safe refuge… walk alongside someone who embraces risk, change, exploration? It’s not easy. Our world is liquid, it demands mental elasticity, but the human need for roots, values, and steady points remains intact. The real challenge is not to choose just one world, but to translate between them: to teach those who fear change that evolution is not destruction, and to remind those racing toward the new that roots hold precious value. The future is unwritten — and that’s okay We look at our children and ask ourselves: “Are we really sure they will want what we wanted?” Maybe they will choose less materialism, less consumerism, less accumulation. Maybe they will return to a conscious, radical simplicity. Because when everything has already been tried, the truly revolutionary act is to return to the essential. Not out of renunciation, but by choice. We don’t know what tomorrow will bring. Our task is not to guarantee it, but to open pathways, to walk with the times, to reflect on the foundations we offer our children so they are prepared to be themselves, so they don’t get lost in the endless options the world throws at them. To put ourselves out there, explore, fall, get back up, and show them that it’s possible to be fragile and strong at the same time. In the end, the real question is not: “How can I guarantee safety in an unsafe world?” but “How can I train myself to stand tall even without guarantees?” Because what was no longer works — whether we’re talking about work, parenting, school, or relationships. And what will be, no one knows. But here, today, we can learn to accompany each other: without holding back those who evolve, without forgetting those who stay. We can be a bridge generation, the millennials who have witnessed the biggest technological, social, and cultural shifts in record time. Being a bridge is risky, but when built with courage and hope, it can leave a mark for the generations to come. Further Read..
7 Million Stolen Books: How Claude LLM Broke Trust in AI Race
By Hadi Brenjekjy – Board Member, London Intercultural Centre When the Claude AI case hit the headlines, I was shocked! It made me wonder just how far we are pushing the limits in this AI race. For those who have missed the news: Anthropic, the company behind Claude, has admitted to downloading over 7 million pirated books…yes, pirated.. reason? to train their AI. Let’s pause. This is a choice they have made. A breach of both compliance and community trust. Claude Legal Lowdown Sure, a U.S. judge ruled that using copyrighted books for training can fall under fair use if it’s transformative enough. But that’s not a free pass to loot the intellectual commons. Downloading pirated content is still illegal. And Anthropic knew that. The court’s basically saying: “Training on legit content = maybe okay. Downloading 7 million stolen books? Absolutely not.” December 2025, we are watching. A Brief History of AI’s Appetite for Data To understand why data is everything, we have to zoom out. Large Language Models (LLMs) like Claude, ChatGPT, and others, were raised on massive volumes of data. Basically trillions of words from books, websites, forums, academic journals, news articles, and more, you name it. The idea is simple: the more you feed the model, the better it understands context and human expression. OpenAI, for example, trained GPT-3 and GPT-4 on a mix of Common Crawl (a web scraping project), Wikipedia, open-access books, and a blend of licensed datasets. They have since confirmed deals with publishers like Associated Press and Reddit to access higher-quality, ethically sourced material. But early on, even OpenAI faced backlash over vague disclosures about training sources. The AI community was concerned: “Did you ask permission? Who owns the words inside your models?” That concern blew up when The New York Times sued OpenAI for allegedly using its articles without consent. So no one’s hands are completely clean. But there’s a line between murky and malicious. Between maybe you scraped something gray and you definitely downloaded 7 million pirated books from illegal sites and built your tool off them. That’s where Anthropic crossed the line. Why This Should Alarm Us All What Anthropic did undermines all of that. it’s about trust, fairness, and respecting the work of real people: authors, translators, educators.. its copyright! Imagine being an independent writer, pouring your soul into a book for years, only to discover it’s been vacuumed up by a multibillion-dollar company and turned into chatbot. No credit. No consent. No coin. If the goal is to build AI that benefits society, it can’t start on a foundation of exploitation. What starts wrong, ends wrong. Our Call to the Industry Let this be a wake-up call to every company using AI: compliance isn’t optional. Trust isn’t infinite. At LIC, we urge all organisations, especially those in education, policy, and culture, to vet their AI partners. Always ask: Until there’s transparency, there can be no true trust. We also support initiatives calling for AI transparency labels, clear disclosures of what data went into training models, what rights were respected, and how future updates are governed. Much like food labeling (fair trade). A Note to Creators To every author whose work may have been scraped without consent: we see you. We stand with you. Your words matter. And the fact that the tech elite sometimes act like your stories are just “tokens” for training doesn’t diminish their value. And to every AI developer still trying to do the right thing in a messy system: keep going. But make it clean. Make it accountable. Make it human. Because if the future is built on stolen work, then the machines are not the real threat we are. Hadi
Design AI for Human Potential
By Erica Hu Presented at AIMS London 2025 Throughout my career in economics and design, I’ve observed a fundamental truth: at the core of economic development is human development. And human development is, essentially, an educational journey. Education and learning are very mechanisms through which we realize our human potential. Learning and Human Potential “Learning connects who we are to who we aspire to be.” It is through education that we’re able to become more than who we are, to reach toward our full potential. When we look closely at successful learning environments, we discover that they balance four critical elements that often exist in tension with each other. Effective education requires structure without sacrificing personalization, and must connect big-picture thinking with immediate, actionable steps. Unfortunately, our current systems struggle to maintain this balance. Our current education system remains relatively static due to limitations of class size and teacher-to-student ratios. In many situations, we simply don’t have the resources to offer every student the kind of relationship in the classroom that’s most critical to how well they excel and flourish. These limitations aren’t for lack of trying—they reflect the constraints of the tools we’ve built. But there’s a fascinating reciprocity in our relationship with technology: as Marshall McLuhan observed, “We shape our tools, then our tools shape us.” This insight invites us to look at how educational technology has evolved throughout history, and how each new medium has transformed the learning experience. The Evolution of Learning Technology Looking at the history of educational technology & method, we can trace a fascinating evolution: ● The Socratic Method (~400 BCE) emphasized dialogue ● The Printing Press (1400s) enabled mass literacy ● The Prussian Classroom Model (1800s) implemented standardization ● Educational Media (1960s) introduced visual learning ● Digital Networks (1990s) created global access ● And now, AI Learning (2020s) offers unprecedented personalization This historical journey brings us to our current moment, where AI offers unprecedented possibilities for personalization. But the most profound insight about technology doesn’t concern its sophistication—it concerns its purpose. As Steve Jobs wisely noted: “Technology is nothing. What’s important is that you have faith in people, that they’re basically good and smart, and if you give them tools, they’ll do wonderful things with them.” This philosophy forms the foundation of my approach to designing AI. The first step is believing deeply in human capability and goodness. With this belief as our compass, we can explore what makes AI uniquely powerful as a learning partner—its nature as what I call a “relational medium.” AI as a Relational Medium In my design approach, I refer to AI as a relational medium. Unlike previous technologies, AI is inherently: ● Responsive ● Conversational ● Memory-driven ● Intentional ● Emergent and dynamic Our interaction with AI becomes a reflection of ourselves – the questions we ask, how we communicate, and what we value are mirrored back to us in the AI’s responses. The tone, creativity, and kindness with which an AI responds often reflect the way we communicate with it. Understanding AI as a relational medium raises a provocative question that guides our work at Glia: What would a learning technology look like if it were designed to honor the messy, non-linear nature of human curiosity, rather than trying to streamline or simplify it? Reimagining Learning Technology A good learning partner: ● Asks questions that expand thinking ● Connects dots across ideas ● Grows alongside your journey ● Creates space for reflection and action ● Balances structure with serendipity A Humanistic Guide to Designing AI Based on our research and experience, I’d like to share three key principles for designing more humanistic AI: 1. Balance Agency We must always ask: ● Does this feature expand or narrow decision-making? ● Who maintains control of the learning journey – the user or the algorithm? ● Does the design optimize for insight or mere engagement? Consider how easily our relationship with technology can shift from empowering to constraining. Does it only give answers or ask thought-provoking questions – in the future, answers will be cheap, and questions will be more and more valuable, or learning platforms lock users into predetermined paths without alternatives, agency diminishes. In contrast, designs that expand agency might offer suggestions while preserving choice, or provide multiple pathways toward the same learning goal. 2. Embrace Transparency Our designs should: ● Transform data into meaningful information through intuitive dashboards ● Make learning pathways visible, not hidden ● Show how AI reaches its conclusions rather than masking the process Transparency builds trust and helps users maintain ownership of their learning journey. 3. Think in Systems Learning never happens in isolation—it’s embedded in complex webs of relationships and contexts. Effective AI design must account for at least five interconnected dimensions: – The cultural contexts that shape assumptions and values; – the social relationships that motivate and support learning; – the physical and digital environments where learning happens; – the patterns of human behavior that influence engagement; – and the technological capabilities and limitations that define what’s possible. When these elements work in harmony, they create powerful conditions for growth. Conclusion As we develop increasingly powerful AI tools, we must remember Ray Kurzweil’s insight: “Our technology, our machines, are part of our humanity. We created them to extend ourselves, and that is what is unique about human beings.” I hope designers and technologists everywhere can embrace this genuine faith in humanity and in the power of doing good with the tools we create.
The Importance of Being Ernest: Authenticity in Leadership
By Agnieszka Rachwał-Müller In a time marked by change, mounting global crises, and rising public distrust in institutions, leadership is under increasing scrutiny, the call for authentic leadership has emerged as a necessity. Authentic leaders are not those who simply perform well in front of a camera or craft impeccable public personas; they are individuals who show up consistently, transparently, and truthfully, even when it is uncomfortable or unpopular. This article explores what it truly means to lead with authenticity. Drawing inspiration from Oscar Wilde’s classic play The Importance of Being Earnest, I play on the pun to reflect on a deeper truth: the importance of being earnest, sincere, and aligned in word and action. While Wilde satirized Victorian pretences, the need to unmask and embrace authenticity in modern leadership is no laughing matter. The Myth of the Flawless Leader Traditional leadership narratives often celebrate the strong, charismatic, invulnerable figure—the hero who has all the answers. These images, deeply ingrained in popular culture and corporate lore, have fostered an unrealistic ideal. The pursuit of flawlessness can create emotional distance, diminish trust, and suppress innovation. Authenticity, on the other hand, allows leaders to admit mistakes, acknowledge doubts, and ask questions. This vulnerability does not weaken their authority; it humanizes them. People trust those who show up as they are, not as they think they should be. This shift from performance to presence is central to responsible and effective leadership in today’s world. What’s more, research shows that authenticity is closely linked to the ability to self-reflect, to be humble, and to learn from past mistakes, qualities that are impossible to cultivate without being genuinely authentic with both stakeholders and, more importantly, oneself. The Courage to Be Seen Being authentic is not without risk. Leaders who speak their truth and act on their values may face criticism, rejection, or even professional consequences. In environments where conformity is rewarded, authenticity can feel like rebellion. Yet, it is precisely this courage to be seen—as imperfect, as learning, as evolving—that builds the foundation for ethical leadership. For women, minorities, and younger professionals, this challenge can be even greater. The pressure to “fit in” can be suffocating, and the cost of honesty can seem high. But the cost of self-betrayal is higher. Leading authentically is an act of self-respect, and it invites others to do the same — and this (far more than any work culture agenda) provides a model that others naturally follow. Studies on global leadership consistently emphasize that being a leader means leading by example. Authenticity as a Daily Practice Contrary to popular belief, authenticity is not about “being yourself” without filter or reflection. It is a disciplined practice that requires emotional intelligence, cultural awareness, and self-examination. It means knowing your values, being aware of your triggers, and cultivating the humility to learn from others. It also means alignment: ensuring that your actions reflect your stated beliefs, even when no one is watching. This kind of integrity is what builds long-term trust—not just among teams and stakeholders, but within oneself. Authentic leaders are internally coherent; they do not waste energy maintaining multiple facades. What the Data Shows: Insights from Global Leadership Experts Insights from a recent study on global leadership involving senior global executives reinforce the centrality of authenticity in responsible global leadership. Participants emphasized that authentic leaders build trust across cultures, foster loyalty, and enable meaningful collaboration. Authenticity is deeply interwoven with emotional intelligence, humility, and relationship-building. The research also found that authenticity, paired with ethical decision-making, is not just a personal virtue but a strategic asset. It underpins transparency, enhances psychological safety, and enables better navigation of cultural complexity. Leaders who are real, reflective, and grounded in values inspire stronger teams and more resilient organizations. Yet, authentic leadership must be supported by organizations through mentoring, inclusive cultures, and values-aligned systems. Without these systemic supports, even the most earnest leaders may find it difficult to sustain authenticity in environments dominated by short-term metrics and pressure for conformity. The Intersection with Responsibility Authenticity is not a private virtue; it has public consequences. When leaders act in alignment with their values, they create a ripple effect. They set the tone for ethical behaviour, inclusive cultures, and sustainable decision-making. In global or intercultural contexts, authenticity becomes even more powerful when combined with respect for difference and the humility to listen. This intersection of authenticity and responsibility is especially urgent in the face of AI, digital transformation, and social fragmentation. Companies are looking for more than efficiency; and people within them are looking for meaning, for purpose, and for leaders who are willing to say, “I don’t know” when needed — and then seek collective solutions. Conclusion: Leading as Ernest In The Importance of Being Earnest, Wilde makes a parody of a world obsessed with appearances, where the truth is masked by wit and wordplay. Today, many organizations and institutions face a similar crisis: a disconnect between what is said and what is done. The antidote is not another training in optics or PR management; it is a return to the old- fashioned sincerity. To lead as earnestly is to lead with integrity, to speak plainly when others equivocate, and to remain grounded when the world rewards spin. Authenticity does not mean perfection. It means honesty, responsibility, and the courage to be real. In times of uncertainty, the most enduring form of leadership may not be the loudest voice in the room, but the most consistent, transparent, and truthful one. And that, indeed, is the importance of being Ernest.
The Common Misunderstanding of Strategic Thinking
By Liu Liu — in conversation with Agnieszka Rachwał-Müller When I first sat down with Agnieszka Rachwał-Müller to talk about leadership, one theme kept resurfacing: strategic thinking—and how often it’s misunderstood. “A lot of people still associate strategy with groundbreaking innovation,” Agnieszka said. “But that’s not necessarily where real strategy lives.” She’s right. When most people hear the word strategy, they think of something bold and revolutionary. The word evokes images of breakthrough inventions, blue-sky innovation, or the pressure to “come up with something completely new.” I’ve lost count of how many times I’ve heard leaders, when asked to craft a strategy, respond with: “I have to think of something no one’s ever done before!” But that’s a fundamental misunderstanding of what strategic thinking really is. What Strategic Thinking Is Not Let me be clear: strategic thinking is not about novelty for novelty’s sake. It’s not about locking yourself in a room until you dream up the next iPhone or a moonshot idea no one saw coming. Strategic thinking isn’t about being clever in isolation or forcing originality to prove your value. In fact, truly effective strategy is rarely about invention—it’s about intelligent integration. The best strategic thinkers don’t try to reinvent the wheel; they improve the wheel’s performance by understanding how it fits into a broader system. Strategy Begins With Awareness For me, being strategic starts with a kind of deep attentiveness. You can’t craft a meaningful strategy without a realistic understanding of your environment. That means observing: Great strategic leaders don’t just daydream about the future—they pay close attention to the present. They connect dots, see patterns, and identify opportunities not because they invent everything, but because they notice what others miss. Steve Jobs: A Strategic Synthesizer Take Steve Jobs, for instance—a name nearly synonymous with innovation. But contrary to the myth, Jobs didn’t invent most of the core technologies behind the iPhone or iPod. Touchscreens, portable music players, mobile internet—those things already existed. Jobs’ genius lay in how he combined them. He took the puzzle pieces that were already on the table and arranged them in a way no one else had. That’s strategic synthesis. It’s not about creating from thin air—it’s about purposeful design. Strategy Is a Human-Centric, Collaborative Act As I shared with Agnieszka, real strategic thinking is inherently collaborative. It’s less about being a visionary loner and more about being a curator of ideas, talents, and perspectives. If there’s one thing I’ve learned working across global teams, it’s that strategy emerges through conversation, diversity of thought, and shared learning. It’s a team sport. The most powerful strategies I’ve seen were shaped by collective intelligence, not by a single “Eureka!” moment. The Do’s and Don’ts of Strategic Thinking To help ground this conversation in something practical, Agnieszka and I mapped out a few core principles—simple, actionable do’s and don’ts of strategic thinking. DO: Observe and Listen Deeply Strategic thinkers start with awareness. They listen more than they talk. They tune into internal team dynamics, customer behaviors, and subtle signals from the environment. Insight begins in silence. Connect the Dots Look at what’s already present. Patterns, relationships, and intersections between existing resources often contain the seeds of your strategy. It’s all about seeing how things fit together. Build on What Works You don’t have to scrap everything. Start with your existing strengths, trusted systems, and successful partnerships. Reinvent where needed—but evolve from a strong foundation. Align with the Bigger Picture Every tactical move should ladder up to your long-term vision. Ask: Does this decision align with our mission? Does it help us move forward sustainably? Leverage Collective Intelligence Involve people from different functions, geographies, and backgrounds. The richness of strategy often comes from what you didn’t know you didn’t know. DON’T: Chase Novelty for Its Own Sake New isn’t always better. Resist the urge to force innovation where it’s not needed. Ask: Is this truly strategic, or just shiny? Work in Isolation No one creates a great strategy alone. Don’t disappear to write a 50-slide deck by yourself. Strategy should be co-authored by those who will own and implement it. Rely on Assumptions Just because something worked in the past doesn’t mean it will again. Re-examine your assumptions with fresh eyes and updated data. Get Caught in the Short-Term Fixing problems isn’t the same as being strategic. If you’re only solving today’s issues, you’re managing—not strategizing. Overcomplicate Things A strategy doesn’t need to be convoluted. In fact, clarity is a competitive advantage. Keep it simple, structured, and focused on impact. Strategic Thinking in Leadership Today, “strategy” gets tossed around a lot—it’s a word that appears in almost every job description and leadership handbook. But unless we really define what we mean, we risk turning it into a buzzword instead of a practice. To me, strategic thinking is about more than smart plans—it’s about wise choices. It’s about stepping back to look at the whole system, listening with intention, and moving forward with purpose. As Agnieszka put it: “The most effective leaders aren’t the ones with the flashiest ideas—they’re the ones who know how to use what’s already there and turn it into something that moves the needle.” That’s what real strategic thinking is. Final Thoughts: Purpose Over Novelty If you take just one thing away from this conversation, let it be this: strategy is not about being original—it’s about being intentional. You don’t need to invent the future from scratch. You need to design it—with what you already have, with the people you already trust, and with the deep awareness that comes from seeing clearly. Because at the end of the day, the most powerful strategies don’t scream “Look how new I am!” They quietly, confidently say: “This is where we’re going—and here’s how we’ll get there.”
Teaching My Toddler Taught Me What AGI Really Is
By Hadi Brenjekjy There’s something wild about watching a human grow. When my son was born, he was all instinct..tiny fists, milk-drunk sighs, and total dependence. I was his entire interface to the world. He didn’t know how to sit up, or that night and day were different things, or that spoons weren’t chew toys. Every need was urgent. Every cry, a system crash. But here’s what I noticed over time: He didn’t need perfect care. He needed predictable, “good enough” care. When he was a newborn, I responded instantly. But later? I’d wait a few seconds before picking him up from the crib. Let him try. Sometimes he would self-soothe. Other times, I’d still step in, but later than before. This wasn’t neglect. It was design. Tiny doses of frustration. Tiny experiments in autonomy. That’s how he learned:1. That he can survive without instant help.2. That the world doesn’t end when things don’t go his way.3. That not every signal gets a response, and that’s okay. The gaps between his need and my response were the training ground for independence. Now here’s the twist:I’m watching the same thing happen again, but this time, not with my son.With my LLM and AI tools So what is Artificial General Intelligence (AGI)? Let’s zoom out for this. Think of today’s AI like a really smart intern who only works when you ask. You tell it what to do, it does the thing, then waits for the next instruction. AGI – Artificial General Intelligence, is the moment that intern becomes a teammate.It doesn’t just wait for orders. It learns, adapts, makes decisions, asks smart questions, remembers past projects, and gets better with time. It thinks and acts like a generalist human, not just a task-doer, but a goal-seeker. AGI is NOT about creating a robot with feelings. It’s about building a system smart and capable enough to handle anything you would reasonably hand to a colleague. From writing a memo to planning a strategy, without needing to be babysat. Back to the story.. When I first started using AI tools, it was like managing a baby. I’d summon them when needed, feed them prompts, and close the session once I got what I wanted. Total micromanagement. Like handing my toddler a toy, watching every move, and saying “Wow!” when he didn’t eat it. But lately? Things are shifting. My AI agents are starting to do things without me hovering. They remember. They propose. They check in. Sometimes I leave them running and come back to progress. They are starting to live in the in-between moments, those small gaps where I’m not watching, but they are still thinking. Sound familiar? It’s the same arc. From full dependency to “leave it for a bit and see what happens.” Which brings me to how I now define AGI: AGI is not when an AI becomes perfectly human. It’s when it makes economic and cognitive sense to leave it on. Like a human teammate. Like a child who’s grown past the stage of needing constant supervision. We will know we have hit AGI when we choose not to turn the agent off. When resetting it becomes inefficient. When keeping it running becomes the norm, not the exception. That’s the milestone. Not fooling us with clever language. Not beating us at chess. Not passing a moving benchmark of “economically valuable work.” It’s when the agent earns its right to stay awake. And to do that, it will need everything my toddler’s learning too: None of these are binary. They are messy, overlapping, and context-dependent. Just like raising a human. We are not there yet. But we are crawling.Then we will toddle.Then we will run. And soon, the day will come when turning your AI off will feel as counterproductive as unplugging your Wi-Fi between emails. Raising humans is hard.Raising agents might be harder. But when done right?They don’t just do what you say.They grow. Just like my son.Just like the LLM I’m training.
