[Introduction]

We are in an era of the Transformation into Superintelligence (ASI), where artificial intelligence is rapidly expanding the intellectual limits of humanity. The challenge for companies no longer stops at simply adopting AI technology. We stand at a fundamental turning point where we must redefine our working methods, leadership, organizational culture, and the very role of humans. It is an age where yesterday's successes do not provide today's answers, and familiar inertia can become an obstacle to the future. In the midst of this transformation, there is a leader speaking of the co-evolution of humans and AI, and a human-centered AI transition.

Kim Ki-jin, CEO of the Korea Association of Superintelligence (KASIA), has been researching changes in people and organizations while active in the fields of HR, organizational culture, and leadership at major domestic companies for over 20 years. Recently, he has led the Intellectual Forum, which has reached its 200th session, presenting key agendas for the era of the great AI transformation, including AX (AI Transformation), Question Leadership, the Diagnosis of Corporate AI Transformation Levels (KASIA Intelligence Index™), the Diagnosis of Korea's AI Utilization Capabilities (KASIA Korea AI Index™), and the Assetization of Senior Experts' Experience. He declared May 21, 2026, as the "Day of Declaration of Humanity's Thought Sovereignty," joined by 33 co-authors. Having authored over 25 books, including both solo and co-authored works, he emphasizes that human questioning and the intellectual maturity of organizations are more important than the speed of technology. Among his books, *This Is How I Raised GPT* is scheduled to be translated into Mongolian next month and distributed to institutions and companies. Meeting him at his research lab in Gasan Digital Complex, he stated, “As speed increases, the gaze of the leader at the wheel must extend further,” adding that the essence of leadership in the era of superintelligence lies not in controlling technology, but in the coordination between humans and AI. [Editor's Note]

 

 

 

 

[profile] ■ Kim Ki-jin Current Representative of the Korea Association of Superintelligence (KASIA) / Master of Business Administration, Chung-Ang University   ■ Key Current Officials - KHR GROUP · Korea HR Forum Co., Ltd. / Representative of KHR GPT Research Institute - Chairman of People's Group Cooperative - Adjunct Professor at Ajou University and Hallym University - CEO of ERiC Story Publishing   ■ Area of ​​Expertise - Establishing an organizational innovation strategy based on AX (AI Transformation) and ChatGPT - Designing Question Leadership (Thinking & AI) and Organizational Culture in the AI ​​Era - Development of a diagnostic and training system for AI literacy and GPT utilization competencies - Designing AI Agent-based Business Productivity Innovation and Organizational Execution Systems - Development of a WRG–CATs-based Organizational Culture and Leadership Diagnosis and Implementation Model - Structuring Senior Professional Competencies and Career Transition Strategies - Knowledge Capitalization and Personal Branding Strategies for Senior Experts in the AI ​​Era - Development of Diagnostic Indicators for Enterprise AI Transition Levels (KASIA Intelligence Index™ 2.0) - Development of Diagnostic Indicators for Korea's AI Utilization Capabilities (KASIA Korea AI Index™) - Research and dissemination of the KASIA model, a South Korean-style super-intelligent cooperative ecosystem   ■ Major External Experience and Activities - Former Head of Division at Expert Consulting Co., Ltd. - Former HR columnist for The Korea Economic Daily - Former HR Columnist for Global Economic, contributing specialized columns on HR, organizational culture, leadership, and talent development - Former Advisory Committee Member for the Establishment of the Army Personnel Command Smart Talent System - Former Member of the Ministry of National Defense Policy Advisory Committee: Advisor on HR system advancement and establishment of a smart talent management system - Former Chairman of Talent Development and Protocol at the Sejongno State Affairs Forum - Performed activities related to national and social leadership, talent development, forum operations, and external protocol. - Formerly served as an advisory committee member for the Seoul Metropolitan Government Cooperative and the Chungnam Provincial Government Human Resources Development Institute. Provided advice on talent development, organizational capacity building, and the establishment of training systems for public institutions. - Former Secretary General of the Korean Society for Human Resources and Organizational Research - Former Secretary General/Director of the Korea-China Economic, Cultural, and Educational Association   <Appearance of Broadcasting and Media Expert Panel> - Appeared as an expert panelist and mentor in the fields of organizational culture, generational change, HR, and careers on current affairs and economic programs such as KBS's *Sisa Gijeok Chang*, Maeil Business Newspaper (MBN), and KTV.   <Lecturing at Major Domestic Conglomerates and Public Institutions> - Conducted special lectures on organizational culture, leadership, AI transformation, HR innovation, and career strategy for major Korean conglomerates such as Hyundai Motor, LG, and SK, public institutions, and Mongolian companies and organizations (150 entities including MCS Group, MAX Group, the National Police Agency, the Bank of Mongolia, and Khan Bank).   ■ Representative Works (Authored over 25 books) Counterattack of Thought (Eric Story, 2026) The Counterattack of Experience (Eric Story, 2026) The Return of the Senior (Eric Story, 2026) The Role of Executives in the AI ​​Era (Eric Story, 2026) "The Era of the Great AI Transformation, I Am a Leader" (Eric Story, 2025) This Is How I Raised GPT (Eric Story, 2025) Design Questions (Eric Story, 2025) An Organization Is a Culture (Eric Story, 2025) 5-Minute Revolution (Eric Story, 2025) The Birth of the Coach-Style Leader in the AI ​​Era (Eric Story, 2025) What on Earth Is Real? (Eric Story, 2025) HR Revolution (Eric Story, 2024) Recruitment Revolution (Eric Story, 2024) ESG Revolution (Eric Story, 2024) *ChatGPT x HR* (Eric Story, 2023) and many others   ▲ CEO Kim Ki-jin

 

 

Part 1. The Era of AI Transformation (AX) and the Future of HR (Related to KASIA and KHR Group)

Q1. The Korea Association of Superintelligence Asia (KASIA) Forum recently marked its 200th session. Having led the forum for a long time, how do you feel that the perspectives of corporate leaders regarding AI have changed?

At first, there was great 'awe and fear.' The next step was 'technological adoption.' And as I went through the flow of nearly 200 forums, the most important change I confirmed was ultimately a 'return to a human-centered approach.'

Early leaders took note of the overwhelming productivity and speed demonstrated by generative AI. Consequently, there were many functional questions, such as “Which AI tools should be adopted first?” and “How can we reduce work hours and cut costs?” There was also significant vague anxiety that failing to secure the technology first could leave them behind.

However, through various trials and errors, leaders' questions gradually changed. Now, rather than simply asking how quickly AI should be adopted, they have begun to ask how AI will transform the way our organization works, leadership, organizational culture, and talent strategy. In other words, the focus of the question has shifted from 'tools' to 'organization,' and from 'technology' to 'people.'

In particular, as we enter an era where AI rapidly presents results close to the correct answer, leaders are standing before more fundamental questions.

“In an era where AI provides the answers, what questions should humans and organizations ask?” I believe this question is the very core of the era of the great AI transformation. AI is no longer merely an IT technology or a productivity tool. It is a management infrastructure that forces a fundamental redesign of a company’s way of working, leadership, organizational culture, and human resource strategy. As technology advances, human questioning, interpretation, judgment, and the capacity for reasoning to set direction become even more critical.

The KASIA Forum starts from this very point. Rather than viewing AI merely as an object of fear or consuming it as a simple tool, it is a platform for jointly exploring how humans and AI can co-evolve and create new value. I believe that future competitiveness depends not on how much AI is used, but on how deeply we think alongside AI and how we drive organizational change through better questioning.

 

 

 

 

Q2. In what way does the AI ​​diagnostic metric 'Intelligence Index™ 2.0' developed by the CEO differ most significantly from existing digital competency assessments?

While existing digital competency assessments measured “how well one handles computers or software,” the KASIA Intelligence Index™ 2.0 differs in that it assesses “how one thinks, judges, and creates intellectual value for the organization with AI.”

In the past, digital competency assessments focused primarily on functional skills, such as proficiency in specific programs, coding ability, and the ability to utilize data analysis tools. Of course, such competencies remain important. However, in the era of generative AI, the ability to use simple tools alone is insufficient to adequately explain the competitiveness of individuals and organizations. What is now important is not how quickly AI is adopted, but how the results presented by AI are interpreted, verified, and integrated into our organization's strategy and execution.

There are three main distinguishing features that I consider most important in the KASIA Intelligence Index™ 2.0. First is the power of questioning . What you ask the AI ​​determines the quality of the results. Second is critical thinking . You must be able to distinguish errors, distortions, and hallucinations within the information and results presented by the AI. Third is contextual integration . You must be able to connect the AI's responses to our organization's purpose, culture, customers, and strategy to transform them into actual value.

Therefore, the KASIA Intelligence Index™ 2.0 goes beyond assessing whether individuals can formulate prompts effectively to provide a multi-dimensional diagnosis of whether the entire organization is prepared to embrace the AI ​​transformation, or AX. Specifically, it comprehensively evaluates AI literacy, question design capabilities, the level of human-AI collaboration, organizational receptiveness, and the capacity for execution transformation.

Ultimately, the core of this index is not an evaluation of AI usage capabilities, but a diagnosis of intellectual maturity in the AI ​​era. Organizations that use AI merely as a tool for task automation and those that leverage AI to expand the thinking skills and collective intelligence of their members will face entirely different futures. The KASIA Intelligence Index™ 2.0 serves as a standard that diagnoses this very difference and helps organizations create new value through collaboration between humans and AI.

 

 

 

 

Q3. You emphasized that "questions are more important than answers in the AI ​​era." What is the first system that the HR department should change to help employees develop 'proactive questioning skills (Thinking & AI)'?

The first thing that needs to change is the performance evaluation system. Until now, many organizations have awarded high ratings to members who quickly found the right answer and efficiently achieved given goals. However, in the era of AI, the ability to simply find the answer quickly is not enough. In an age where AI provides answers rapidly, the competency that becomes more important for humans is the power to ask what to ask, why this problem must be solved, and from what perspective to re-examine it.

For a long time, corporate HR has operated an evaluation system centered on performance, efficiency, and results. Of course, performance remains important. However, in the era of the AI ​​transformation, it is difficult to foster an organization's true learning ability by evaluating only results. We must evaluate how employees defined problems, what questions they raised regarding existing methods, and what new possibilities they explored using AI.

For example, during the business planning phase, members must be able to ask questions such as, “Why must we solve this problem now?”, “What essence are we missing?”, and “How can utilizing AI differ from existing methods?” Furthermore, the organization must create a culture where such questions are viewed not as waste or opposition, but as the starting point of innovation.

Specifically, an evaluation system is needed that combines OKRs, continuous feedback, peer reviews, and project retrospectives, rather than relying solely on KPI-centric results evaluation. Particularly in AI-utilizing projects, the evaluation must encompass not only the final deliverables but also the entire process, from problem definition and question design to hypothesis testing, AI result review, and transition to execution. Only then can team members grow from being merely those who find the correct answer to individuals who redefine problems and create better solutions.

Ultimately, the quality of the questions determines the quality of the organization. The role of the HR department is no longer limited to managing people. The core role of HR in the AI ​​era is to design systems and a culture that enable members to ask better questions, think more deeply with AI, and connect that thinking to performance.

 

 

 

 

Q4. When combining generative AI like ChatGPT with traditional Human Resource Management (HR), what are the most frequent trial-and-error issues encountered in the field and their solutions?

The most frequent mistake is using generative AI merely as a simple document creation tool or a means to automate repetitive tasks. Of course, it is necessary to improve the efficiency of document work, such as writing job postings, drafting evaluation questions, and creating training guides. However, if the use of AI remains at that level, it is difficult to lead to a fundamental change in HR.

When integrating generative AI into traditional HR, the key is a shift in perspective to view AI not merely as a simple assistant, but as a strategic partner that supports HR decision-making. AI can be utilized across various areas of HR, including recruitment, evaluation, training, career development, organizational culture assessment, and employee engagement analysis. Rather than simply writing text on behalf of others, it can play a role in interpreting scattered data within the organization, reading patterns of people and the organization, and aiding in better decision-making.

A common problem observed in practice is when AI is introduced while the mindset of HR personnel remains unchanged. If AI is used merely to fill out existing forms a little faster, temporary productivity improvements may be possible, but the strategic level of HR will not be elevated. HR professionals must now move beyond the ability to simply fill out prompts and possess both HR data literacy and the ability to interpret organizational context.

Specifically, we must establish a system that connects employee competency data, training history, organizational commitment, turnover indicators, and leadership diagnostic results with AI to identify issues unique to our organization. Furthermore, rather than simply accepting the results presented by the AI, we must be able to review whether those findings align with our organization's culture, strategy, talent profile, and business direction.

Ultimately, the combination of generative AI and HR is not a matter of automation, but of HR strategy. True HR innovation begins when AI is utilized not as a mere worker, but as a virtual HR strategic partner that jointly designs the organization's talent strategy, leadership development, and organizational culture innovation.

 

 

 

 

Q5. As AI replaces many practical tasks, the importance of 'organizational culture,' a uniquely human domain, has grown. What does an ideal organizational culture look like in the AI ​​era?

In a word, an organizational culture suited for the AI ​​era is one where technological receptiveness and human trust work together. I would like to describe this as an "Agile-Trust Culture." While the agility to quickly learn and utilize AI is necessary, it must be underpinned by a sense that members trust one another and can grow together throughout the process of change.

As AI automates a significant portion of work and expands data-driven decision-making, anticipation is not the only dominant emotion felt by employees. At the same time, anxiety, alienation, and fear of being replaced are also growing. If feelings such as "Will my job disappear?" or "Will my skills no longer be needed?" accumulate within the organization, innovation will not function properly, no matter how advanced the AI ​​system is.

Therefore, the most important aspect of organizational culture in the AI ​​era is psychological safety. Members should not feel intimidated by their lack of knowledge about AI, but should be able to ask questions, experiment, and even fail. Instead of limiting the use of AI to a select few experts, we must foster a learning culture where everyone can learn, try new things, and share their experiences with one another.

Another crucial aspect is transparency. Members must be able to understand where, why, and how the organization utilizes AI. If AI is used for evaluation, deployment, performance management, or training recommendations, the standards and procedures must be clear. If technology operates opaquely, trust crumbles, and when trust collapses, the organizational culture is shaken.

Ultimately, an ideal AI organizational culture goes beyond simply using AI well; it is one of working better, learning better, and collaborating more deeply with AI. No matter how sophisticated the strategies or data proposed by AI may be, it is ultimately up to humans to interpret, execute, and move people's hearts. As technology advances, organizations must cultivate a culture of warmer trust, faster learning, and more mature collaboration.

A sustainable organization in the AI ​​era is not just one that is fast in technology. It is an organization where people can learn with peace of mind and grow alongside AI.

 

 

 

 

Part 2. Senior Career Transitions and the Professional Ecosystem (Regarding People's Group Cooperative)

Q6. You recently published the book *The Return of Seniors*. I am curious to know why the accumulated experience of 'senior leaders' should receive renewed attention in this technology-driven AI era.

The reason why the experience of senior leaders must once again be in the spotlight in the age of AI is clear. As AI generates information more rapidly, human judgment—which interprets that information and sets a direction—becomes even more critical. While AI can analyze vast amounts of data and suggest various alternatives, it cannot independently determine whether those solutions fit our organization, are currently feasible, or reflect human sentiments and the realities of the field.

Problems in the business field are not merely matters of calculation. They are intricately intertwined with organizational emotions, interests, generational conflicts, leadership trust, changing customer bases, and unpredictable crisis situations. Such issues cannot be solved by numbers alone. It requires the ability to read the context of the field, detect risks, and establish criteria for making decisions. Senior leaders are the very people who have accumulated that judgment over decades by navigating success and failure, conflict and negotiation, and crisis and recovery.

Therefore, I view the experience of seniors not as outdated knowledge, but as an "asset for judgment." While the younger generation utilizes AI to quickly find information and present various possibilities, seniors can pinpoint the context in which that information is meaningful, what choices should be made, and what risks to be cautious of. AI finds information quickly, but seniors know the direction that information should be heading. This is the most fundamental reason why the experience of seniors is becoming important again in the age of AI.

 

 

 

 

Q7. You are building an ecosystem for retired professionals through the People's Group Cooperative. What is your specific know-how for structuring the 'raw experience' of seniors into marketable 'business assets'?

The key is how to draw out the tacit knowledge possessed by seniors and how to transform it into explicit knowledge that the market can understand and utilize. By utilizing AI, accessing tacit knowledge and converting it into explicit knowledge becomes very easy. It involves conversing with AI to restructure scattered experiences in one's mind into problem-solving content, educational programs, consulting models, and coaching tools.

Many retired professionals describe their value based on their career history, such as "how many years I worked at which company" or "what positions I held." However, the market does not pay for past job titles themselves. What the market wants is practical solutions to problems that need to be solved right now. Therefore, a senior's experience must be re-translated into a language that solves the client's problems.

People's Group approaches this in three stages: experience extraction, knowledge structuring, and business assetization. For example, a senior professional with 30 years of experience in HR should not simply be an "HR expert," but should transform into a product capable of solving specific problems, such as "Key Talent Retention Strategies for the AI ​​Era," "Executive Coaching Models to Reduce Generational Conflict," or "HR System Design Manuals for Small and Medium-sized Enterprises."

By combining this with generative AI, seniors' experiences can be rapidly expanded into content, lecture materials, diagnostic questions, proposals, and prompt models. Ultimately, Peoples Group’s know-how lies in transforming experience from a mere memory into a knowledge asset that the market can purchase.

 

 

 

 

Q8. *The Counterattack of Experience* re-emphasizes the significance of experience in the age of AI. In an era where AI rapidly processes knowledge and information, under what conditions does a senior's experience become a powerful asset, and at what moments can it instead become an obstacle to change?

The experience discussed in *The Revenge of Experience* does not simply refer to a long career accumulated in the past. In this book, experience is a unique human asset that must be reinterpreted in the age of AI. AI can rapidly find, analyze, and organize vast amounts of information. However, it is difficult to fully replace the sense of context acquired in the field, the ability to understand people, and the judgment accumulated through failure and success.

Therefore, the experience of seniors can remain a powerful competitive advantage even in the AI ​​era. In particular, the ability to grasp the essence of complex situations, read the flow of people and organizations, and detect potential risks in advance during execution stems from experience. This experience demonstrates even greater power when combined with the information provided by AI.

However, not all experience automatically becomes an asset. Experience becomes a stumbling block when you begin to believe it is the sole correct answer rather than a reference point. If you assume that methods that worked in the past will necessarily work today, experience becomes inertia rather than wisdom. The moment the attitude of "I know because I've done it" blocks new technologies, new generations, and new ways of working, experience can become a barrier to innovation rather than an asset for change.

In the era of the great AI transformation, past formulas for success cannot be repeated exactly as they were. Past sales methods, organizational management styles, and leadership styles may not align with today's digital environment and the expectations of employees. The important thing is not to discard experience, but to assess its shelf life. Some experiences must be preserved, some methods must be set aside, and certain insights must be retranslated into the language of the AI ​​era.

Therefore, the attitude required of seniors is unlearning. Unlearning does not mean denying the past. Rather, it is a process of discarding outdated methods and reconstructing essential insights to make one's experiences more valuable. Seniors must continuously verify whether their experiences remain valid by learning from the younger generation, questioning AI, and experimenting with new tools firsthand.

This is also the core message of *The Counterattack of Experience*. If you cling to experience as a fixed past, it returns as a counterattack of change. However, if you question, interpret, and connect experience with AI to reconstruct it into a language for solving current problems, experience becomes the most powerful asset for the future.

Ultimately, what seniors need in the AI ​​era is not an attitude of "I already know," but rather the intellectual humility to "reinterpret my experience within the current context." Experience does not lose its power simply because it is old; it loses its power when it is not updated. Reinterpreted experience can become the deepest intelligence possessed by humans, even in the age of AI.

 

 

 

 

Q9. I would like to hear your insights on how the younger and senior generations can 'co-evolve' and create synergy within an organization using AI as a medium.

The co-evolution of the youth and senior generations must begin not by pointing out each other's shortcomings, but by connecting their strengths. The key is to combine the youth's agile AI utilization with the seniors' deep contextual judgment.

The younger generation excels at quickly mastering new AI tools and utilizing prompts to generate diverse ideas and deliverables. In contrast, the senior generation possesses the ability to discern the essence of the business, customer flows, internal interests, and signs of risk through their extensive field experience.

AI can serve as an effective medium connecting these two generations. This approach involves young members using AI to rapidly generate market data, ideas, customer analysis, and execution scenarios during projects, while senior leaders review and refine them within the context of industry standards and the organization. It is a structure where the youth expand possibilities and the seniors provide direction.

What is important is mutual mentoring, not one-way mentoring. Young people should be able to teach seniors new tools and sensibilities, while seniors should be able to convey judgment criteria, relationship context, and decision-making responsibility to the youth. Ultimately, generational collaboration in the AI ​​era is not a matter of who is superior, but of what each can contribute more effectively to.

 

 

 

 

Part 3. The Secret to Prolificacy and Knowledge Content Production (Regarding ERiC Story Publishing)

Q10. You have published over 25 books to date, either as a sole author or through co-authorship. I am curious about your unique 'knowledge production system' or routine that enables you to maintain such an overwhelmingly prolific output while balancing your main job with lecturing.

For me, writing is less about sitting alone at a desk to compose sentences and more about a co-evolutionary process of knowledge production that draws out people's experiences, structures them into questions, and expands upon them with new perspectives alongside AI.

Workshops are particularly important in co-authorship. While co-authors possess experience and case studies accumulated over a long period in their respective fields, these are not organized into the language of a book from the outset. Through workshops, I draw out the critical awareness, trial and error, judgment criteria, and moments of change hidden within the co-authors' experiences by posing questions.

Afterward, I restructure that experience with generative AI. The AI ​​is not merely a writing tool, but a thinking partner that categorizes experiences, expands questions, identifies gaps in logic, and generates new perspectives. As the co-author's experiences, my questions, and the AI's perspective connect, new insights emerge that were initially invisible.

I view this as mutually co-evolving writing. Human experience is broadened through AI, and AI responses are deepened through human context and judgment. In this process, co-authors also come to re-examine their own experiences from a higher level of thinking. Ultimately, ERiC Story's knowledge production method consists of a flow of experience extraction, question structuring, AI co-working, perspective expansion, mutual co-evolution among co-authors, and the transformation of writing into assets.

 

 

 

 

Q11. You personally operate the publishing house ERiC Story. What are the most important keywords or values ​​of the times when planning and publishing books?

ERiC is my nickname and a philosophy regarding life and growth. It embodies the meanings of eliminating, reflecting, gaining insight, and challenging again. In other words, it signifies a person who eliminates the unnecessary during the process of growth (Eliminate), reflects on themselves and the times (Reflect), discovers insight within that process (Insight), and constantly challenges new possibilities (Challenge). The ERiC Story focuses on capturing this narrative.

The most important value for ERiC Story Publishing is the intersection between humans and technology, namely the Human-Tech Interface. As AI advances rapidly, we must not view the technology itself, but rather consider the changes it brings to human work, relationships, growth, careers, leadership, and organizational culture. Therefore, the core keywords of ERiC Story can be summarized as AX: AI Transformation, Humanism, Sustainable Career, and the Assetization of Experience.

There are many practical guides on how to use AI tools, as well as books that offer a macroscopic outlook on the future changes AI will bring. Of course, both approaches are necessary. However, ERiC Story focuses on the crucial point in between. Going beyond how to use AI, it asks how humans will work, learn, exercise leadership, and transform their experiences into new value in the AI ​​era.

The books that ERiC Story aims for are not theoretical concepts found on a desk, but practical knowledge verified in the field. We place great importance on organizing the real-world problem-solving processes experienced by corporate leaders, HR experts, senior professionals, instructors, coaches, and consultants into language that readers can immediately apply to their own work and organizations. Therefore, ERiC Story books must go beyond the simple delivery of information and serve as transformative tools that help readers redesign their work and lives.

In particular, the value of experience must be reinterpreted in the AI ​​era. Repeating past experiences verbatim leads to inertia, but questioning, structuring, and expanding upon them with AI transforms them into new knowledge assets. ERiC Story pursues a knowledge production method that draws out the experiences of authors and co-authors through workshops, expands them into new perspectives through collaboration with AI, and ultimately connects them to books, lectures, workshops, and diagnostic tools.

Ultimately, what ERiC Story aims to achieve through publishing is clear: to offer actionable direction, rather than vague anxiety, to those wavering by technological change. Even in the age of AI, human experience, questions, emotions, judgment, and leadership remain important. ERiC Story seeks to become a publishing platform that translates these human values ​​into the language of the AI ​​era and helps individuals and organizations design sustainable growth.

 

 

 

 

Q12. You consistently compile the results of the KASIA Forum or Research Institute into books. As both an editor and an author, what do you pay the most attention to when integrating collective intelligence into a complete co-authored volume?

When creating a co-authored work, the most important consideration is preserving each author's unique experiences and voices while establishing a single message and structure that permeates the entire book. A co-authored work is not merely a collection of writings by multiple people, but rather a process of orchestration utilizing collective intelligence that aligns diverse experiences and perspectives toward a single direction to deliver consistent insights to the reader.

To this end, before I begin writing, I first define the central question of the book. After designing the framework—considering “what critical awareness this book will present to the reader” and “how the reader’s thoughts and actions should change after reading”—I draw out the experiences of my co-authors through workshops. It is crucial to identify critical awareness, moments of failure and turning, criteria for judgment, and future perspectives from the field experiences and case studies possessed by the co-authors.

Afterwards, we expand and amplify perspectives through co-working with AI. Generative AI is not merely a tool for refining manuscripts, but a thinking partner that identifies logical gaps and connects them with situations across different industries, generations, and organizations to open up new possibilities for interpretation.

Ultimately, the collaborative writing process between KASIA and ERiC Story is a mutually co-evolving writing process where the co-authors' experiences, the editor's questions, and the extended intelligence of AI meet to elevate each other's perspectives to the next level. In this process, I play the role of designing the structure and coordinating the flow to ensure that each individual's experiences do not scatter but are completed as a single knowledge asset.

 

 

 

 

Q13. Among your books, if you were to choose one "must-read" that leaders of South Korean companies currently undergoing tectonic shifts should read first, which book would it be, and why?

I would like to recommend *The Counterattack of Thought*. This is because I believe that in the era of the great AI transformation, the most urgent task for leaders of South Korean companies is not simply learning new technologies, but regaining the power of thinking.

We are currently living in an era where AI rapidly generates answers. AI presents draft reports, strategic ideas, market analyses, and educational content in an instant. Of course, this presents incredible opportunities. However, there is also a significant risk at the same time. This is because if leaders lose the power to ask questions, interpret, and judge for themselves, the organization could become one that is dragged along by answers generated by AI.

"The Counterattack of Thought" is not a book advocating the rejection of AI. Rather, it conveys the message that human thinking must be strengthened again to utilize AI more effectively. As AI offers answers, humans must ask better questions. As AI reveals more possibilities, leaders must judge what is essential, what to choose, and what consequences to take responsibility for.

Many companies focus on adopting tools and systems as they drive AX, or AI transformation. However, the actual success or failure of this transformation depends more on the mindset of the leaders than on the technology. The outcome varies completely depending on whether AI is viewed as a mere automation tool or as a partner that expands the organization's thinking and execution capabilities.

This book poses three questions to leaders: “Am I blindly trusting the answers provided by AI, or am I questioning them again?” “Is our organization one that seeks quick answers, or one that thinks deeply?” “How should a leader’s judgment be redesigned in the age of AI?”

I believe the real danger of the AI ​​era is not a lack of technical knowledge, but the delusion that one does not need to think. While technology has become faster, leaders' thinking must deepen. In this regard, I would like to say that *The Counterattack of Thought* is a book for restoring thinking that leaders navigating the era of the great AI transformation must read first, and a starting point for human-centered AI leadership.

 

 

 

 

Part 4. Personal Philosophy and Future Vision

Q14. How did your experience during your undergraduate years or as a division head at past companies (such as Expert Consulting) serve as a foundation for your growth as a convergence expert integrating AI and HR?

My undergraduate years served as an important starting point for broadening my perspective on the world. During that time, I participated in various activities, including departmental academic societies, a folk song group, a book discussion club, the Christian Student Association, and vocals for a band. Meeting and debating with people who held different thoughts and values ​​allowed me time to deeply contemplate society, humanity, community, and culture.

My 33-day trip through 13 European countries was also a significant turning point. Stepping away from my familiar surroundings, I personally experienced diverse cultures and lifestyles, and through interacting with locals and travelers, I realized that “the world cannot be interpreted by only one standard.” This experience served as the foundation for my attitude of seeking to understand people and organizations within a broader context, rather than remaining confined to a single perspective.

The time I subsequently spent at Expert Consulting and other places served as a "field school" that allowed me to understand the issues of companies, people, and organizations from the closest perspective. I planned training programs for various firms, operated leadership and organizational development courses, and carried out projects related to talent development, evaluation, and organizational culture improvement. Through this process, I deeply realized that HR is not merely a function of running training or designing personnel systems, but a core function that connects the direction of the organization with the growth of its people.

While meeting HR leaders from companies and organizations in the field, I also recognized the need for a community where HR professionals could share knowledge and experience and collectively respond to the changing times. Based on this, I launched the Gangnam HR Forum in 2008, which subsequently expanded into the Yeouido HR Forum and the Jongno HR Forum. This movement integrated and evolved into the Korea Human Resources Association (KASIA), and in the era of the AI ​​transformation, it has newly expanded into the Korea Association of Superintelligence. It was thanks to this accumulated foundation that we were able to host the 200th KASIA Forum.

The most significant lesson I learned in the HR field was that organizational problems cannot be explained solely by systems or performance. There were organizations with well-established systems where members lacked engagement, and leaders who achieved short-term results but were losing trust. Through these experiences, I came to view the perspective that to understand an organization, one must examine work, relationships, growth, culture, leadership, and emotional flow together.

This perspective served as a crucial foundation when I later encountered ChatGPT and generative AI. I did not view AI merely as a technology or an automation tool. Rather, I approached it through the question, "How can this technology offer new solutions to issues regarding the way an organization works, leadership, talent development, and organizational culture?" My experience in traditional HR enabled me to interpret AI from the perspective of people and organizational change.

Based on this experience, I also served as an advisor for the Army Personnel Command's 'Establishment of an AI Smart Talent System' and as a member of the Ministry of National Defense Policy Advisory Committee. My current research on models such as AX Organizational Innovation, Question Leadership, AI Literacy, AI Leadership, and the KASIA Intelligence Index™ is an extension of this trend.

Ultimately, past experiences are not merely a resume, but an asset that has shaped my current direction. Diverse activities during my university years and travels to 13 European countries broadened my perspective; field experience in corporate training and HRD allowed me to understand issues concerning people and organizations; and managing an HR community taught me the power of connection. AI served as a new turning point that expanded all these experiences into the language of future organizational innovation.

 

 

 

 

Q15. You also teach at universities as an adjunct professor at Ajou University and Hallym University. Aside from how to use AI tools, what 'human competencies' would you particularly like to teach university students who will soon be entering the workforce?

The human competencies I particularly want to teach university students are the power to ask questions, the power to empathize, and the power to take responsibility for results. While the ability to handle AI tools well is important, what is more crucial in the AI ​​era is the human standard for judging the purpose for which technology will be used.

Students these days learn new AI tools at a very fast pace. They quickly master the ability to input prompts, summarize data, create images, and draft reports. However, I always emphasize to my students that while AI can produce results, it is up to humans to ask why those results are necessary, who they affect and in what way, and what responsibilities follow.

Therefore, what you must cultivate before learning how to use AI tools is the ability to ask questions. You must be able to ask, “Why is this problem important?”, “Who is this solution for?”, “Can we simply trust the answer provided by the AI?”, and “Are there other perspectives?” Talent in the AI ​​era is not someone who finds the answer quickly, but someone who uncovers the essence of a problem through better questions.

The second is empathy. As technology advances, the ability to understand the human heart becomes increasingly important. The success of a project is not determined solely by good outcomes. One must be able to read the emotions of colleagues, customer inconveniences, social impact, and relationships within the organization. While AI can analyze data, fully feeling people's pain and expectations and responding responsibly is the realm of humans.

The third point is moral agency and responsibility. Even when utilizing results generated by AI, the final judgment and responsibility lie with humans. When students enter society and make decisions using AI, they must be able to consider the impact those results will have on individuals, organizations, and society. They must go beyond being people who use technology well and become people who use technology correctly.

From the podium, I tell students not to fear AI. At the same time, I tell them not to entrust their thoughts to AI. AI may be a tool that extends our hands and feet, but humans are the ones who set the direction, give meaning, and take responsibility. I hope that future university students will grow beyond being merely tech-savvy individuals into humane AI leaders who ask questions, empathize, and take responsibility.

 

 

 

 

Q16. You have delivered special lectures at numerous large corporations (LG, Hyundai Motor, SK, etc.) and public institutions. I would like to know what questions leaders have been most eager to ask in your recent lectures, and what insights you have shared regarding them.

Recently, the two questions leaders ask most frequently in lectures are, “How can organizations keep up with the speed of AI?” and “How should the performance of employees utilizing AI be evaluated?” Ultimately, the biggest concern felt by leaders is the anxiety arising from the conflict between the pace of technological change and organizational operational standards.

At times like this, I speak to leaders about 'long-term leadership.' As technology advances, leaders must look further ahead. Trying to control every single new AI tool will exhaust both the leader and the organization. What is important is not monitoring which AI tools members use, but rather judging whether the results produced through AI align with the organization's purpose, customer value, ethical standards, and feasibility.

In the AI ​​era, the role of a leader is not that of a manager controlling every minute detail of the process, but rather that of a coordinator who provides direction, establishes standards, and creates an environment where members can experiment safely. Leaders must provide a sense of psychological safety so that members are not intimidated by their lack of knowledge of AI, are not viewed with suspicion for using it, and can produce better results through experimentation and learning.

As technology accelerates, the breath of leadership must become longer and deeper. A leader in the AI ​​era must be someone who goes beyond simply keeping up with the speed and ensures that direction is not lost.

 

 

 

 

Q17. You are also actively engaged in public and public-interest activities, such as appearing on broadcasts (e.g., KBS’s *Sisa Gijeok Chang*) and serving as a government advisor. What is the core message you wish to convey to society through these external activities?

The message I most wish to emphasize through my external activities is that the great transformation into AI is not a task for specific companies or technology experts alone, but a process of intellectual transformation that the entire Republic of Korea must prepare for together. AI is no longer a technology confined to certain industries or research labs; it is impacting society as a whole, affecting everything from the way employees work, the productivity of SMEs, the career transitions of seniors, the employability of young people, and the service methods of public institutions.

Therefore, the great transformation into AI should not be viewed as a matter of technology adoption, but rather as a matter of a nationwide capacity shift in which every citizen acquires the questioning, interpretive, judgment, and execution skills necessary for the new era. If the gap widens between those who can utilize AI and those who cannot, it can lead beyond a simple digital divide to an intellectual and opportunity gap.

I believe that one of the key challenges of the AI ​​era is AI inclusivity. Not only large corporations and specialized professionals, but also small and medium-sized enterprises, small business owners, career changers, seniors, youth, and local public institutions must be able to apply AI to their work and lives. Learning AI is not merely about mastering how to use a tool; it is about acquiring the power to interpret and solve one's experiences and problems in new ways.

The great transformation into AI must now be a process that expands human potential beyond mere technological advancement. AI should not be a tool that merely enhances the competitiveness of a select few, but rather a human-centered tool that enables more people to redesign their work and create better lives and organizations.

 

 

 

 

Q18. What is the one-sentence definition of 'true human leadership in the era of Superintelligence (ASI)' that you, as the CEO, would give?

I would like to define true human leadership in the era of superintelligence as “humanistic orchestration that aligns the power of technology with human values ​​and organizational purposes.”

Future leaders are not individuals who monopolize all knowledge and arrive at the correct answers alone. In an era where AI analyzes vast amounts of information and presents various alternatives, the leader's role shifts from a 'provider of answers' to a 'direction coordinator.' Leaders must judge which of the numerous possibilities generated by AI aligns with our organization's objectives, which benefits people, and which choice represents a more responsible decision.

A leader in the era of superintelligence is like a maestro. They must position these exceptional AI performers to demonstrate their individual capabilities and lead the overall flow to ensure that humans and technology harmonize rather than clash. While AI provides speed, analytical power, and automation capabilities, it is up to the human leader to decide how to utilize that power.

At the same time, a leader must be someone who looks after the anxiety and confusion of their team members. As technology advances rapidly, people begin to question their roles and value. In this situation, leaders should not simply say, "Use AI," but rather create an environment where members can learn better, work more meaningfully, and grow more safely alongside AI.

Ultimately, leadership in the era of superintelligence is not leadership that controls technology, but rather leadership that connects technology with humans, harmonizes speed and meaning, and safeguards both performance and humanity. As technology advances, what leaders need is not more commands, but deeper questions, broader perspectives, and a warmer sense of responsibility.

 

 

 

 

Q19. Please introduce any ultimate goals or projects that the Korea Superintelligence Association and KHR Group plan to pursue in the AX (AI Transformation) market in the future.

The ultimate goal of the Korea Superintelligence Association and the KHR Group is to build an integrated AX-HR global platform that encompasses the global market, extending beyond Korea and Asia. We aim to disseminate a Korean standard model to the global market that diagnoses an organization's level of AI transformation and designs leadership, HR systems, and organizational culture together, so that AI and humans can coexist safely and sustainably.

Now that the KASIA Forum has surpassed its 200th session, we are preparing for the next leap forward. Moving beyond fragmentary lectures or corporate consulting, we aim to build a digital knowledge ecosystem where AI, HR, organizational culture, leadership, education, and publishing content are interconnected. A key task is to create a platform where AI experts, HR scholars, and corporate leaders from around the world can interact and collaborate across time and space.

One of the core foundations is the KASIA Intelligence Index™ 2.0. Through this index, we aim to comprehensively diagnose a company's level of AI transformation, employees' AI utilization capabilities, organizational culture's receptiveness, and leadership readiness. Moving forward, based on this foundation, we plan to develop and distribute an AX-HR diagnostic toolkit capable of addressing the organizational cultural confusion, employee anxiety, and lack of leadership standards that global companies experience during the AX process.

Furthermore, we aim to connect with the global market by translating the insights of domestic AX experts and senior professionals, discovered through the publication of ERiC Story, into English and turning them into digital content. We believe that Korea’s experience in HR, leadership, organizational culture, and AI utilization holds significant international value. Our next challenge is to expand this into K-Edu, K-HR, and K-AX models.

The next era we envision is the era of IX, going beyond simple DX or AX. If DX was the process of digitizing work and information, AX was a transition that accelerated productivity and decision-making speed through AI. What is becoming more important now is how intelligence leads to actual execution and change. This is precisely IX—Insight × AI Intelligence × Agentic Execution—in other words, the era where insight, AI intelligence, and execution are combined.

Competitiveness in the IX era does not lie simply in whether "AI has been adopted." A more important question is whether AI has made our work clearer, improved relationships, and ensured that execution remains a living system. Future organizations must not be organizations that replace people, but rather organizations that amplify human insights and structure execution.

Ultimately, what the Korea Superintelligence Association and KHR Group aim for is not merely an organization that utilizes AI effectively, but a superintelligence collaborative ecosystem where humans and AI think and grow together. It requires an attitude that neither rejects nor blindly trusts technology, but utilizes it while prioritizing human standards. A balance is crucial: using AI without abandoning critical thinking, embracing automation without relinquishing judgment, and pursuing efficiency without losing one's humanity.

Therefore, we intend to formulate, in the form of a declaration, the standards that humans must hold onto to the very end in the era of AI. That name is the KASIA Declaration of Human Sovereignty of Thought. Humans who do not lose their questions, humans who do not take meaning lightly, humans who do not postpone judgment, humans who do not evade responsibility, and humans who hold onto their humanity to the very end, even amidst technology. This is the core principle we seek to uphold as we advance beyond AX into the IX era.

 

 

 

 

Q20. Finally, please share a word of encouragement and advice with the many employees and executives who are feeling vague anxiety in the face of AI's rapid development.

When a massive wave crashes in, merely blaming the sea changes nothing. The important thing is not to stop at fearing the wave, but to read its flow and prepare to ride it. I believe we should view AI not as a threat, but as the shoulders of giants that allow us to look toward a wider world and greater possibilities.

Due to the rapid pace of change, many employees and executives feel anxious, wondering, "Is my career collapsing?" or "Is our company falling behind?" However, the important thing is not to dwell on the fear that AI itself will replace humans, but to face the reality that the people and organizations that understand and utilize AI are setting new standards.

The most dangerous attitude in the age of AI is stopping out of fear. Rather than trying to start only when you are perfectly prepared, you can begin by conversing with AI for even just five minutes every day. Small experiments are important: asking questions about your work, drafting reports, expanding on ideas, and asking again from the customer's perspective.

No matter how advanced technology becomes, human questioning, judgment, empathy, and responsibility remain crucial. While AI can provide quick answers, the meaning of those responses and the direction of their implementation must ultimately be decided by humans. Do not be afraid; start small. That small beginning can open the doors to new careers and businesses. KASIA and the KHR Group will be your reliable partners on this journey of change.

 

 

 

 

[Concluding Remarks]

The conversation with CEO Kim Ki-jin reminded me of the attitude of someone who holds a surfboard and reads the texture of the waves, rather than blaming the sea in the face of massive waves. The waves of change brought about by artificial intelligence are fierce and unfamiliar, but for those who are prepared, they can become a new current that leads them to a wider world.

The message he emphasized was clear. The essence of the AI ​​era lies not in the speed of technology, but in the direction taken by humans. Even if AI quickly generates answers, it is humans who decide what to ask; and even if AI presents many possibilities, it is also humans who judge what to choose and for whom to take responsibility.

Leadership in the era of superintelligence is a humanistic orchestration that harmonizes people and AI, speed and meaning, and performance and humanity in a single direction. Leaders must not be those who monopolize the answers, but rather maestros who connect the potential of human members with the exceptional partner that is AI to orchestrate a better ensemble for the future.

AI is asking humans not, “What will you do faster?” but, “What will you do more human?” Amidst the fog of the great AI transformation, what we must hold onto is not fear. It is deeper questions, warmer responsibility, and the courage to rediscover humanity beyond technology. Do not fear AI. Just do not lose your humanity. [Editor's Note]