AI Can Generate the Slides. We Still Need to Generate the Insight

AI can create a polished PowerPoint presentation in minutes.

But can it explain the reasoning behind every recommendation on the slide?

That question changed the way I think about using Copilot.

This Sunday, I was reflecting on one of the goals in my Individual Development Plan: becoming a stronger stakeholder and contributing to better decisions, not just better outputs.

While thinking about that, I came across an article by Paul Millerd, How to use AI in knowledge work and consulting work without shipping slop.

What I expected was another article about prompting techniques and productivity.

What I got instead was a challenge to the way I use AI.

Like many of us, I use Copilot regularly, especially in PowerPoint. It helps me structure ideas, summarize information, build storylines, and create first drafts much faster than before.

And honestly, I often look at the result and think:

"That's pretty good."

But one example from the article made me pause.

Millerd asked an AI model to create a slide about U.S. real estate trends. The first result looked impressive: charts, headlines, and a convincing storyline. At first glance, it looked ready for an executive presentation.

Then he started asking simple questions:

• What exactly do we mean by "rebound"?
• Do the data actually support the headline?
• Is the title aligned with the evidence?
• What's the real takeaway?
• Why should an executive care?

With each round of questioning, the slide improved. The insight became sharper. The story became clearer.

The lesson was simple: the first draft looked finished, but the thinking wasn't.

One point from the article stayed with me:

AI lowers the cost of producing work, but increases the value of judgment, understanding, and synthesis.

That example felt very familiar.

How often do we stop at the first polished output because it looks convincing?

How often do we confuse a well-designed slide with a well-developed idea?

The more I reflected on it, the more I realized that I sometimes use Copilot as a content generator when I should be using it as a thinking partner.

Not to tell me what to think.

But to challenge my thinking.

Instead of asking:

"Create a slide for me."

Maybe the better questions are:

"What assumptions am I making?"

"What am I missing?"

"How would a skeptical stakeholder challenge this?"

"Would I feel comfortable defending this conclusion in front of my leadership team?"

That's where the real value starts.

Because as AI becomes better at producing content, our value shifts from creating slides to creating clarity.

From generating answers to asking better questions.

From presenting information to generating insight.

My biggest takeaway from this Sunday reflection:

The first AI output should be the start of the conversation, not the end of the thinking.

Key Takeaways

• AI can generate content, but humans still need to generate insight.
• A polished presentation is not the same as a well-developed recommendation.
• The value of knowledge workers is shifting from content creation to judgment and synthesis.
• Copilot works best as a thinking partner, not just a content generator.
• Better questions often create more value than faster answers.

Final Thought

The most important skill in the age of AI may not be prompting.

It may be judgment.

As tools like Microsoft Copilot become better at generating content, the competitive advantage of knowledge workers will increasingly come from framing problems, challenging assumptions, and turning information into actionable insights.

AI can create the presentation.

People still need to create the understanding.

📖 Inspired by Paul Millerd's article: How to use AI in knowledge work and consulting work without shipping slop
https://strategyu.co/using-ai-in-knowledge-work-and-consulting/

Has AI mainly changed the way you work, or has it also changed the way you think?

#AI #Copilot #KnowledgeWork #StrategicThinking #Learning #FutureOfWork  

From Mailbox to the Hero of the Story

In a world obsessed with productivity hacks and inbox zero, we often mistake being "busy" for being "essential."

We pride ourselves on being the "go-to" person. But there is a hidden trap in that title. If you are the go-to person for administrative fires, routine approvals, and data retrieval, you haven't built a career; you’ve built a cage. You’ve become a mailbox—a pass-through entity where information enters and leaves, leaving no trace of your own brilliance behind.

The goal isn't just to be useful. The goal is to be strategic.

Here is how to stop managing the flow and start designing the outcome.

A strategist with the whiteboard containing a stakeholder map, vision execution plans, and a risk framework.

1. Own the Strategy, Not the Admin

Administrative tasks are comfortable. They have clear beginnings and ends. Strategy, however, is messy. It involves building things—commercial frameworks, AI integrations, and cross-functional solutions that don't just solve a finance problem, but a business problem.

When you limit yourself to your specific silo, you limit your value. To be strategic, you must have "something for everyone." You aren't just a guardian of the budget; you are an architect of growth. Ask yourself: How can I help the people around me bring the money in?

2. The Three-Year Horizon

We live in an era of instant gratification, but influence is a slow-cooker. It often takes years - not months - of consistent excellence to prove you deserve the next role.

Influence isn't granted by a title; it’s built through a "Dual Risk Framework." Every big move involves two people: you and the decision-maker. To reduce their risk in choosing you, you must provide a track record of being reliable and visionary. They need to say, "He can imagine the difficult situations before they arrive."

3. Maps, Not Just Calendars

Stop looking at your organizational chart and start looking at your Stakeholder Map.

Authentic networking isn't about "grabbing coffee." It’s about research. What countries did your stakeholders work in? What were their previous roles? What keeps them up at night? When you read a quarterly report or an annual statement, do it with a predator’s focus. Look for the dollars per share, the dividend risks, and the shifts from last year.

When you understand the map, you can give something back. You stop asking for permission and start offering insights.

4. Stop Being a Mailbox

If a complex case lands on your desk—like a regulatory hurdle in a foreign market—don't just forward the email.

A mailbox says: "See attached." A strategist says: "Here is the risk, here is my proposed solution, and here is why it aligns with our 2026 goals. Do you agree?"

Don't just share numbers; share the story behind the numbers. Be the person who can sit down with a Managing Director and explain not just what happened, but what will happen.

5. Be Brutally Honest

Finally, find your own path. Being seen as strategic requires a relentless, almost uncomfortable level of honesty with yourself about your career. It requires the effort of relationship building when you’d rather stay behind your screen.

The "go-to" person is replaceable. The person with the vision to share the strategy is indispensable.

Which one are you becoming?

While I am preparing for this blog post

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Power Words:

Dual Risk Framework: A unique concept that sets your content apart.

Stakeholder Mapping: Critical for senior-level career advice.

Commercial AI: Connects technical trends with high-level strategy.

Authentic Opportunities: Appeals to the modern desire for genuine professional connections.