Work Through the Questions AI Creates
An employee has built something useful. A team wants to change its process. A new capability makes an idea possible that you could not justify six months ago.
Now you have questions to answer. Where should you put your attention? What should you expect from your people? Which changes deserve support, and what would convince you they are working?
Executive AI Advisory gives you an ongoing place to work through those questions with Sean Campbell, Cascade Insights®’ CEO, and an Assistant Professor of Artificial Intelligence at George Fox University. We bring a research perspective, practical experience with AI, and questions that help you examine your assumptions. You bring the questions and responsibilities on your desk.
Focus on What Your Marketing Team Needs
Choose Where to Invest
Examine the responsibilities, bottlenecks, and opportunities that could justify your team’s attention. Decide what to investigate, what to fund, and what can wait.
Set Clear Expectations
Work through what employees should be able to do with AI, what they still need to understand themselves, and how they should evaluate the work they produce.
Decide How the Work Should Change
Consider the steps, reviews, and responsibilities around a promising AI use case. Decide what should happen differently and who needs to be involved.
Put New Capabilities to Use
If work takes less effort, decide what your team should do with that capacity. It could mean deeper customer understanding, a neglected responsibility, or something useful you have never offered before.
Judge the Results
Identify evidence that would support continuing, revising, or stopping an approach. Consider the quality and usefulness of the output, the effort required across the team, and the new responsibilities the change creates.
Your Marketing Team Is the Focus
Each conversation starts with a decision you’re facing: where to invest, which work to redesign, or how to help your people adapt.
- What has AI made possible that was not practical before and what should change because of it?
- Where does human judgment create the most value?
- What work should remain human even if AI could technically perform it?
- What should we start, stop, or redesign?
- What skills and business judgment do our people need to spot valuable AI opportunities, redesign their work, and evaluate the results?
- How should leaders guide teams through repeated changes in how work gets done?
These are leadership questions. AI simply makes them more urgent.
What You Develop as a Leader
We help you develop the following leadership capabilities.
A shared language for discussing AI and work redesign
Better judgment about which AI developments matter
A clearer view of where AI creates business value
Stronger instincts about what should remain human
Greater ability to challenge AI hype without ignoring meaningful change
A repeatable way to reconsider workflows and roles
More informed decisions about tools, investments, and priorities
Clearer expectations for what your team should delegate to AI, what people must still understand, and how you will judge the quality of their work.
Business Context, A Teacher’s Approach
Sean Campbell
Co-founder & CEO, Cascade Insights®
Sean has spent his career where technology, business, and teaching meet. He has taught at Purdue University and Willamette University’s MBA program, and today teaches at George Fox University’s College of Business, where he is Director of AI Integration for the MBA program. He has written technology books for Microsoft Press and Intel Press, delivered more than 150 conference sessions and workshops, and appeared on more than 100 podcasts.
That teaching experience shapes how we work with clients. We help people examine the decisions behind their work, test different approaches, and explain why they trust the result. The aim is to strengthen the judgment they bring to the next problem, alongside improving the work in front of them.