CURATED FOR FNB LEADERSHIP IN ACTION 2027
AI Changes the Work. Who Leads the People?
FNB leaders kept Mpho Matsitse answering questions for more than half an hour in January. Those questions point to the next themes for Leadership in Action.
AI now writes first drafts, summarises long files and suggests next steps across the bank. That moves where leaders spend their judgement. They decide - when to trust a tool's answer and when to overrule it, - how to tell a team what changes in its work, - and how to work with colleagues whose results now feed into their own. Those three calls draw on promises FNB already asks of every leader: - have courage, - always do the right thing, - and build trust rather than territory. Mpho's session takes leaders through all three, with examples from his years writing technology business cases and answering for the results. A single session opens the conversation. Speak So You Are Heard, ASB's leadership communication programme, builds the skill to keep holding it. In a cohort, leaders practise explaining a difficult decision plainly, taking the hard questions and staying credible while the outcome is still uncertain, and they use the skill with their own teams between sessions.
About this collection
Every leadership team that puts new technology into daily work reaches the same moment: The tools are live, the training has run, and the next budget conversation asks a plain question about what changed. The answer depends less on the technology than on three decisions made around it: - whether anyone defined the value, - whether anyone owned it, - and whether anyone led the people who had to change how they work to capture it. Banks that give their leaders real ownership face a sharper version of this question. Ownership drives speed and judgement. When reporting lines are redrawn and AI tools enter daily work, each leader still answers for an outcome that now depends on colleagues in other teams, on systems they did not build, and on people who are unsure what the change means for them. The sessions work as rehearsal as well as reflection. Leaders bring a live decision from their own area and test it against three questions: - what value it must create, - who owns it, - and what the team carrying it needs to hear. Where the series wants evidence of change, ASB and the sponsor agree three measures before the session and review them at thirty, sixty and ninety days. Mpho Matsitse spent fifteen years writing the investment cases for major technology spend and then answering for the results. His argument runs underneath every session: **value goes missing when nobody defines it, nobody owns it, and nobody leads the people who must change to capture it.**
Explore this curated collection and contact African Speakers Bureau for speaker recommendations and availability.