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Wiwo and AI: talent as the starting point

An artificial intelligence proposal can show an attractive output while leaving the most important question unanswered: what will the team using it be able to do better? Wiwo’s Humanity, Augmented. vision provides a starting point for turning that question into evaluation criteria.

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In this article

Before choosing a tool, describe the human capability you want to extend and the responsibility you need to retain.

Start with a situation a person needs to resolve

Imagine a team preparing answers for business customers. Its difficulty might be finding background information, identifying an exception or explaining a decision. These are different problems. Simply requesting an AI assistant does not establish which one should improve or who could verify the change.

Describe a recent conversation or task and identify where work stopped. Establish what the person knew, what was missing and what they did to continue. This description creates a common reference for evaluating proposals. It also prevents an impressive demonstration from defining a project that nobody actually needed in that form.

Translate people first into observable decisions

In Wiwo’s manifesto, technology extends talent while people contribute purpose, judgment and responsibility. A practical evaluation turns that position into questions: who reviews a proposal, what information they receive and how they can correct it when it does not represent what the business needs.

Different interventions require different reviews. A draft for exploring ideas has a different destination from an answer a customer will receive. Identify actions requiring approval and those that can remain internal preparation. The decision should reflect context and consequences as well as the tool’s capabilities.

Reviewing is also deciding

Approval needs context and a clear next step when a proposal is not suitable.

Understand what is being proposed.

People retain direction and judgment over what is put into practice.

Include learning in the proposal

Extending a capability also requires someone to learn how to use it. Ask what the team will need to practise to interpret outputs, detect errors and request useful corrections. An introductory session can demonstrate functions; practising on representative work reveals where questions arise.

Leave room to gather those questions before extending use. If only the person who already knows the tool participates, the experience of everyday users will be missing. Find out what support they need and what references they could consult when the person organizing the trial is unavailable.

x10 teams as an aspiration

Wiwo describes x10 teams as an aspiration to extend what people can create, resolve and execute. It is not a performance measurement that can be transferred to any organization. A proposal’s value must be evaluated against the situation and conditions your team agrees to review.

Choose signals you can interpret: answer quality, the ability to continue a task or the clarity of a review. Explain how you will observe them and which material provides a reference. An improvement perceived by one person can be interesting; a shared decision requires understanding what changed and what remains unresolved.

Make the change for the team visible

At Wiwo, Humanity, Augmented. guides an offering combining proprietary software, custom development, and strategy and creative services. An organization can turn that vision into a simple question: which capability should a person gain, and what do they need to retain to exercise sound judgment?

Return to the original task and describe the difference you seek. Someone might compare alternatives with more context, prepare a more useful draft or resume a previously interrupted conversation. Also identify what they need to review and decide. This comparison makes the project’s human ambition visible and helps discuss change with the people doing the work, beyond an interest in a new tool.

Frequently asked questions

What does augmenting talent mean in a specific project?

Identify what a person could understand, prepare or do better, and which judgment they need to retain. Describe that capability through the work and review it with references the team can interpret.

Which capability should be extended first?

Find a recognizable difficulty in a task the team performs. Distinguish missing information, understanding or help preparing the work, then define which change would be valuable and how to recognize it.

Sources and references