An introduction to digital intelligence, a valuable asset in the AI revolution.
In just three years, generative artificial intelligence has taken hold in organizations at an unprecedented pace. Task automation, content production, decision support—nothing seems beyond its reach. Yet between heightened enthusiasm and deep-rooted skepticism, a more measured conclusion is emerging: despite massive investments, real transformation remains limited, and frustrating “hallucinations” persist. Have we perhaps been too quick to sideline human intelligence?
The Face-Off: AI Executes, Humans Decide
One thing is certain: AI won’t judge you—at least not yet. AI excels at execution. It offers a suite of tools capable of automating tasks, predicting trends, and generating content based on statistical patterns. Lacking contextual awareness, moral reasoning, and critical judgment, it cannot truly evaluate or decide on our behalf. For now, human intelligence remains the sole guarantor of contextual relevance and ethical oversight.
The findings of the State of AI in Business 2025 report are telling: while 70% of users trust AI for simple tasks (such as drafting emails or creating summaries), 90% of professionals still prefer humans for complex projects, crisis management, and long-term leadership. Machines still lack the ability to grasp the emotional and political context behind a decision.
We should not underestimate the various biases carried by large language models either—biases that only a trained eye can detect and correct. Try generating an image of a secretary, a doctor, or a lawyer, and you will quickly notice that diversity is rarely represented fairly.
Digital Intelligence: An Essential Managerial Compass
It is precisely in this space that digital intelligence comes into play. Institut Mines-Télécom Business School (IMT Business School) defines it as the “ability to understand, mobilize, and regulate technologies to create economic value while protecting the common good: data sovereignty, team well-being, responsible use of resources, and the trust of citizens and clients.”
Unlike AI, digital intelligence is not a technology. It is a human capability that can be activated at the individual, collective, and organizational levels. It enables leaders to assess impacts, balance performance and risk, set boundaries, and assume responsibility for decisions. Digital intelligence acts as a foundation of discernment, ensuring that technology (including AI) is guided and leveraged rather than passively endured. It encompasses eight key domains, ranging from algorithmic literacy to digital empathy and cybersecurity.
The MIT highlights the example of “Shadow AI” in its State of AI in Business 2025 report to illustrate the need for governance: 90% of employees use personal AI tools at work, while only 40% of companies provide official subscriptions. Without governance, usage spreads outside formal frameworks, exposing organizations to major legal, security, and strategic risks.
The Psychological Effects of AI
Digital transformation impacts not only processes but also the human psyche. Philosopher Pascal Jabot refers to “digitose,” a form of distress linked to unregulated technological adoption: intensified workloads, cognitive overload, technostress, and managerial burnout. This naturally applies to generative AI.
As the latest report from the Observatory of the New Normal at Work reveals, managers fear being left to handle only “never-ending projects” if machines take over smooth, routine tasks. This psychological impact should not be underestimated, or organizations may face a wave of mental exhaustion cases in the years ahead.
Emotional intelligence, focused on managing emotions and fostering empathy, is essential to identifying the problem—but it may be insufficient and possibly too late in addressing this inevitable shift. Digital intelligence complements this approach by anticipating the psychological effects of tools, defining usage guidelines, and promoting a form of digital mindfulness.
Skills in Transition Under AI Pressure
For decades, professional success relied on a triptych: knowledge, technical skills (cognitive intelligence/IQ), and interpersonal skills (emotional intelligence/EQ). But with the rise of AI—and the coming expansion of robotics and quantum technologies—this model is no longer sufficient.
The World Economic Forum estimates that 39% of current skills will become obsolete by 2030 and that 59% of workers will need reskilling (Future of Jobs Report 2025).
Cognitive intelligence remains essential—it enables reasoning, analysis, and technical expertise—yet it risks being overshadowed by powerful AI systems. Still, as the Director of IMT Business School consistently reminds us, it would be futile to train students in AI without grounding them in the fundamental values of human wisdom. In other words, “science without conscience is but the ruin of the soul.”
Digital intelligence acts as the connective tissue, complementing both cognitive and emotional intelligence. It transforms managers into leaders capable of reconciling knowledge domains and forms of intelligence to drive sustainable and responsible performance.
Augmented Human Intelligence
Rather than opposing humans and machines, these observations invite us to redefine what we mean by human intelligence. In the age of AI, it can no longer be reduced to cognition, emotion, or technical mastery alone. It becomes the dynamic sum of three forms of intelligence:
- Cognitive intelligence, to understand and reason;
- Emotional intelligence, to collaborate and regulate relationships;
- Digital intelligence, to govern technology, assess its impacts, and make informed decisions.
This triptych can serve as a solid foundation for any manager aware that in a hybrid world, knowledge must also be hybrid. Cultivating these three dimensions of augmented human intelligence prepares tomorrow’s leaders to defend sustainable performance—and renders obsolete the question of human relevance in the face of machines.
The real question, then, is not whether humans will still have a place in the age of AI, but how human intelligence must evolve to guide technological power.
To understand how to develop digital intelligence within your organization, explore our analyses and recommendations in IMT Business School’s new White Paper.