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Dr Mark van Rijmenam, CSP

Dr Mark van Rijmenam, CSP

Dr. Mark van Rijmenam, CSP, is a world-leading futurist and global AI keynote speaker who helps Fortune 500 leadership teams navigate AI and emerging technologies. Recognized by Salesforce as one of 16 global voices shaping the future of AI, he holds a PhD from University of Technology Sydney and is the author of six books on emerging technology and judgment in the AI era, including his latest book: Now What? How to Ride the Tsunami of Change. He is the founder of Futurwise and the developer of the Intelligence Age Scorecard that helps individuals and organizations understand how prepared they are for the future.

His pioneering efforts include the world's first TEDx Talk in VR in 2020. In 2023, he further pushed boundaries when he delivered a TEDx talk in Athens with his digital twin, delving into the complex interplay of AI and our perception of reality. In 2024, he launched a digital twin of himself, offering interactive, on-demand conversations via text, audio, or video in 29 languages, thereby bridging the gap between the digital and physical worlds – another world's first.

Dr. Van Rijmenam is a prolific author and has written more than 1,200 articles and six books in his career. As a corporate educator, he is celebrated for his candid, independent, and balanced insights. He is also the founder of Futurwise, which focuses on elevating global knowledge on crucial topics like technology, healthcare, and climate change by providing high-quality, hyper-personalized, and easily digestible insights from trusted sources.

Below, you can read all his articles.

Perché il tuo team di leadership non riesce a mettersi d'accordo sulla strategia dell'IA

Il CTO vuole sperimentare più velocemente. Il General Counsel vuole una governance più ristretta. Il CHRO vuole la preparazione della forza lavoro. Stanno dando priorità a capacità diverse senza un quadro condiviso. Nomina il conflitto e si risolve.

كيفية تشغيل اجتماع استراتيجية الذكاء الاصطناعي مع بيانات فعلية

أفضل اجتماع يبدأ بدليل لا يمكن لفريقك الجدل حول - نقاطهم الخاصة. اعرض البيانات، حدد الفجوات، بناء خطة 90 يوم. الخلاف المدفوع بالبيانات أكثر إنتاجية بكثير من الجدل حول الآراء.

निर्णय लेने को प्रभावित करने से पहले AI आउटपुट को सत्यापित कैसे करें

AI भ्रम, सिंथेटिक मीडिया और गलत सूचना के युग में, सत्यापन यह निर्धारित करता है कि AI मूल्य या आपदा बनाता है या नहीं। व्यवस्थित सत्यापन के बिना संगठन एक खराब आउटपुट के एक निर्णय, उत्पाद या प्रतिष्ठा विफलता दूर हैं।

Von KI-Angst zu KI-Vertrauen: Ein praktischer Aktionsplan

KI-Angst ist rational. Ihre Leute sehen die Schlagzeilen und wissen nicht, wo sie stehen. Messaging 'KI wird dich nicht ersetzen' funktioniert nicht, weil es ihnen nichts gibt, das zu tun. Der Weg: Unsicherheit zu Bewusstsein zu Kompetenz zu Vertrauen.

Pourquoi votre équipe de direction ne peut pas s'entendre sur la stratégie IA

Le CTO veut expérimenter plus rapidement. Le Conseiller général veut une gouvernance plus serrée. Le CHRO veut la préparation de la main-d'œuvre. Ils donnent la priorité à des capacités différentes sans un cadre partagé. Nommez le conflit, et il se résout.

We Keep Signing for Systems Nobody Can Read Anymore

In a single week a regulator, a grid body, an auditor, a hospital and a lab each discovered they could not read a system they are accountable for and ordered the reading after it was already running. Mark van Rijmenam on why accountability has outrun comprehension and the call no board may delegate.

Comment diriger une retraite stratégique IA avec des données réelles

La meilleure retraite commence par la preuve que votre équipe ne peut pas débattre — leurs propres scores. Présentez les données, identifiez les lacunes, construisez un plan de 90 jours. Le désaccord basé sur les données est infiniment plus productif que débattre les opinions.

Warum Ihre Organisation über KI spricht, aber niemals handelt

'Wir müssen mehr KI machen' erzeugt Debatte. 'Wir sind stark im Scanning, aber schwach in der Arbeitskraft-Bereitschaft' erzeugt eine To-Do-Liste. Der Unterschied ist gemeinsames Vokabular. Teams, die Lücken präzise nennen, koordinieren schneller.

Pourquoi votre organisation parle d'IA mais n'agit jamais

'Nous devons faire plus d'IA' produit un débat. 'Nous sommes forts dans l'analyse mais faibles dans la disponibilité de la main-d'œuvre' produit une liste de tâches. La différence est le vocabulaire partagé. Les équipes qui nomment les lacunes précisément se coordonnent plus rapidement.