AI is one of today’s major disruptive forces—alongside climate change, geopolitical shifts, and international conflict. Together they form a three-pronged shock that splits our certainties and reshapes the landscape of value, power, and meaning. It is not only technology that is changing; the undercurrent of how we perceive, feel, and decide is shifting as well.

The impact of AI on society, governance, and business will be immense and unavoidable. Public services, the judiciary, healthcare, and education will operate differently; organisations will redraw their value chains and division of labour; decision-making will develop new rhythms and new asymmetries. What we optimise, who gains access, and how responsibility circulates—it touches the very core of our institutions.

That is why this is not merely a technical issue, but a psychodynamic transition. We are moving through a field in which people, machines, and meaning continuously redraw one another. Strategic questions become relational: less “which model fits?”, more “what relationship to uncertainty, power, and responsibility are we willing to carry together?”. This is where transformation from within begins.

The leadership challenge is clear—and demanding: can we relate to these forces with maturity, set boundaries where human dignity is at stake, use the moral compass as a working instrument, and hold the conversations where tension is palpable? Leadership as a practice of presence—able to carry uncertainty without hardening, connect speed with counterforce, and organise power so that responsibility does not leak away, but is taken.

Whoever looks at it this way sees that the first step is not technology, but stance. A culture that can hold dialogue, welcomes dissent, and puts meaning above convenience creates the conditions in which AI remains a tool and people stay at the helm. The open question then is: where do we accelerate deliberately, where do we slow down on principle, and which values do we safeguard in every choice that follows?

DBVP works precisely where people, organisations, and AI intersect. We approach organisations as living systems, in which strategy, structure, and dashboards are inseparable from undercurrents of fear, ambition, loyalty, and power. Rather than pursuing cosmetic change, we seek transformation from within—through leadership, culture, teams, and professional practice. We combine a psychodynamic and systemic lens with interventions in the midst of real work. We do not see AI as a neutral tool, but as part of how meaning, influence, and decision-making are distributed. Our role is that of guide, mirror, and constructive challenger; ownership always remains with you and your organisation. If you want to sense what this could look like in your practice, let’s connect.