GLOBIS SV G1 Summit part 2: "How businesses can thrive amidst AI in a fractured world"

The G1 Summit, convened by GLOBIS, is a leadership forum grounded in action. Its principles are to make proposals rather than criticize, to act rather than stay theoretical, and to cultivate awareness as leaders responsible for society. What is so appealing to me about G1 is the seriousness of the conversations, especially when it comes to how Japan navigates global change with long‑term intent.

I attended the Business and AI session at G1 wearing the same two hats as before, as a GLOBIS MBA alumna and on behalf of Japan Consulting Office. This session felt especially relevant to my day‑to‑day work, because it was not about abstract AI potential. It was about how real organizations, especially Japanese ones, can govern, adopt, and live with AI in a world that is increasingly polarized and fragmented.

Being “tech Switzerland” in a divided ecosystem

One idea that stayed with me was the notion of not picking winners or losers in the AI ecosystem. Instead, the recommendation was to integrate with as many platforms and approaches as possible, and to design solutions that can work across boundaries. In other words, to be tech‑agnostic and inclusive.

From a Japan perspective, this made a lot of sense. Japanese organizations are often cautious about committing too early, but this reframes caution as strategy. In a fractured world, neutrality and interoperability can be a competitive advantage. It also aligns well with Japan’s traditional strength in integration rather than disruption for its own sake.

Education scrambling forward, on purpose

The discussion around business education was refreshingly honest. Polarization, both political and social, is already shaping how students learn and interact. One response has been to deliberately teach how to talk to people who think very differently from you. That felt especially relevant for Japan, where harmony is valued but disagreement is often avoided rather than explored.

What struck me was the “scrappy” approach to AI education. Fast‑tracked AI certificates, students teaching short sessions on tools, and a willingness to experiment openly. This is not polished transformation. It is intentional improvisation.

From my own experience, this willingness to let students and alumni teach faculty is still rare in Japan. Yet it may be necessary. Universities that continue to cater only to young, traditional students risk becoming irrelevant. AI makes that risk very real, very fast.

AI as both opportunity and threat for Japan

One of the most Japan‑specific discussions centered on small and medium‑sized businesses. Many Japanese SMEs are not yet deeply impacted by AI tools, while traditional mid‑sized companies are stuck in the middle. Too large to be nimble, too small to absorb inefficiency. This matters because this segment employs a huge portion of the workforce.

The question raised was uncomfortable but necessary. How do you transform organizations that lack capital, agility, or digital talent? The answer was not government rescue. In fact, there was clear skepticism about heavy government intervention.

Instead, the emphasis was on access to tools, human‑centered trial and error, and culture. Younger generations cannot simply inherit existing ways of working. Leadership development has to change, even if that means some short‑term pain.

The hidden human cost of “efficiency”

One of the most thoughtful moments in the session was the discussion on work itself. AI reduces rote tasks, but that does not automatically make work easier. In many cases, it removes the mindless parts and leaves only the intense, cognitively demanding work.

This raises uncomfortable questions. Do we need to reduce working hours? Do we need to redesign roles entirely? Strategy cannot change without culture changing alongside it. If leaders do not intentionally shape new norms, those norms will form on their own, often in ways that lead to burnout and disengagement.

For Japanese organizations, where endurance is often mistaken for commitment, this felt particularly important.

Taste, ethics, and what humans still decide

Despite all the focus on tools, there was strong agreement on one point. Humans still decide what matters. AI can generate, optimize, and accelerate, but it does not define value.

That puts pressure back on education and leadership. We need to help people develop ethics, judgment, and taste. These are not soft skills. They are the core skills of an AI‑enabled world.

Humility also came up repeatedly. The willingness to be wrong, to change course, and to listen across differences is becoming a leadership requirement, not a personality trait.

Small organizations, outsized impact

Another theme that resonated with my consulting work was how much AI can turbocharge small organizations. Smaller teams can experiment faster, adopt tools quickly, and create entirely new approaches. This creates real opportunity in Japan, especially outside large corporations.

At the same time, organizations stuck in redundancy and legacy processes risk falling behind quickly. The idea of an ambidextrous organization, one that exploits existing strengths while exploring new models, felt particularly relevant. AI makes this not just possible, but necessary.

Ethics, governance, and unanswered questions

The session did not shy away from unresolved issues. How do we compensate artists and creators whose work has been scraped to train AI? How do we authenticate original knowledge? What does governance look like when technology evolves faster than regulation?

There were no clean answers, but there was clarity on responsibility. Leaders cannot outsource these questions to technology providers or policymakers alone. Governance is becoming a core leadership function.

What I took away

Walking away from this session, I felt less overwhelmed by AI and more convinced that the real challenge is human. Curiosity, stubbornness, and the willingness to try tools yourself came up repeatedly. Exposure matters. People cannot imagine what is possible if they never touch it.

AI may be overhyped in the short term and underhyped in the long term, but that only increases the need for focus. Pick a few use cases. Drive them all the way through. Cut through the noise.

For Japan, this moment is both risky and full of potential. The choices organizations make now about culture, education, and leadership will shape not just competitiveness, but the kind of society we are building.

G1 once again reminded me that technology does not absolve leaders of responsibility. It makes that responsibility sharper.

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