Decision rights
What may AI recommend, decide or execute? Who sets those boundaries, and when must a decision return to a human?
A future book by Sebastian Straciug
The Augmented
The Augmented
Organization.
How must organizations change when intelligence is no longer exclusively human?
AI introduces new capabilities. Leadership must decide how those capabilities change the way an organization thinks, decides, works and learns.
HUMAN × AI · ORGANIZATIONAL DESIGNFor founders, CEOs and executive teams
The starting pointAI Adoption ≠
AI Adoption ≠
Organizational
Augmentation.
Adding AI to an old organization does not create an Augmented Organization.
The question extends beyond which tools to adopt. It reaches into decision authority, responsibility, roles, shared context and the way an organization learns from the consequences of its actions.
These are questions of organizational design—and choices leaders must make deliberately.
Lines of inquiryWhat needs
What needs
to change?
These questions guide the emerging work. They are invitations to examine real organizational situations, rather than a fixed table of contents or a validated diagnostic.
Responsibility & governance
When AI influences an outcome, who remains responsible? What should oversight, exception handling and review look like in practice?
Work & roles
How do responsibilities, skills and working relationships change when AI becomes part of a process?
Context & coordination
What context do people and AI need to act coherently? How does information move between teams without losing its meaning?
Evidence & learning
How do we distinguish faster output from better outcomes? What should an organization learn after a decision is put into action?
Leadership & culture
How can teams challenge AI output, surface uncertainty and exercise judgment when speed makes agreement tempting?
Help shape the inquiryBring one
Bring one
real situation.
For leaders working through the organizational consequences of AI.
Has AI changed a decision, a role or a workflow in your organization? Where has it helped—and where has it exposed a problem you had not anticipated?
I welcome experiences that challenge the argument as well as those that support it. A useful conversation starts with what changed, who was responsible and what happened next.
Discuss a research conversationPlease begin without confidential company information. Any recording, quotation, attribution or use of a case in public material will be agreed separately.