How Leaders Decide What Humans Do And What Machines Do

AI is accelerating every business cycle, but the real advantage is not adopting more tools, it is making better decisions than competitors who have the same tools. 

We sit down with Dr David Feavearyear, procurement leader and author of *Organizational Decision Making in the Age of AI*, to sort hype from clarity and build a practical way to decide what should be done by machines and what must stay human. If you have ever watched a boardroom go quiet because “the AI recommended it”, this conversation gives you language and structure to push back 

TL;DR / At A Glance

• The shift from human-only decisions to shared human machine decision rights
• Where machines excel through high data sufficiency and repeatable logic and where humans still win through creativity, cultural judgement, and followership
• Bias versus experience and why language changes how we judge decisions
• Why boards become risk averse around AI and how to challenge AI outputs
• Curiosity, EQ, communication, and culture as leadership differentiators
• Responsible AI and ethical deployment as a cross-disciplinary challenge

We talk about decision pressure and the end of the default human-only world. David explains how “data sufficiency” and repeatability shape the right decision owner, why deterministic automation can beat probability-based AI in many cases, and how bias can be reframed as experience depending on outcomes and context. 

We also dig into the human edge: creativity that imagines a different future, and followership that earns buy-in for ideas others cannot yet see. As AI becomes ubiquitous, those soft skills become a genuine strategic moat. 
 
 Procurement becomes our real-world test case for AI and automation, from invoice matching and transactional workflows to autonomous negotiation in tail spend. We also explore what could change next, including contract automation for routine agreements like NDAs, and how responsible AI and ethical governance will shape leadership expectations. 

You will leave with a clear starting point: map the decisions that matter, build your data, technology, and talent strategies from that map, and invest in curiosity and upskilling so teams feel excited rather than threatened. 
 
 If this helps, subscribe, share it with a leader who needs it, and leave a review so more people can find the show. 

What decision in your organisation should never be automated?

LinkedIn: Dr David Feavearyear

David's Book on Organisational Decision Making: https://www.amazon.co.uk/stores/Dr-David-James-Feavearyear/author/B0F895QZQD? 

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