Bernard Marr likes to draw attention to a subtle fact when people refer to data as the “new oil”: oil can power, but it cannot steer. In a similar vein, data can inform but not lead. Marr is a best-selling author and futurist from Britain who has spent years advising multinational companies on digital transformation. His message, however, is nonetheless refreshingly grounded: data is useful, but it cannot feel.
This concept is remarkably comparable to what seasoned leaders have known for a long time but rarely express. Although they cannot be measured, good intuition can be incredibly powerful. As he famously stated, “People don’t know what they want until you show it to them,” Steve Jobs frequently discounted conventional market research. Even when the numbers were against him, he relied on his instincts as a guide.
Organizations have relied more and more on artificial intelligence systems to inform decisions over the last ten years as they have developed and grown extraordinarily flexible in parsing patterns. However, human experience cannot be replicated by even the most sophisticated algorithms. AI is capable of forecasting trends, but it finds it difficult to deal with moral ambiguity, cultural changes, or black swan events. This gap is filled by human insight.
Marr uses his decades of research to demonstrate how intuition functions as a quick processor of one’s past, including past failures, victories, and near-misses, all of which subtly influence choices. Digital thinker and former Tinder executive Andrea Iorio put it this way: “You know a fake smile when you see one.” It can be missed by the data. You don’t. A spreadsheet is not the source of that degree of awareness. It comes from the situation.
Decisions need to be made with more than just rationality in fields like healthcare, the military, and diplomacy where results carry emotional weight. A machine is incapable of negotiating a truce, consoling a family, or navigating moral ambiguities. Human adaptability, which is based on emotional resilience and gut-level judgment, was crucial to the survival of many businesses during the epidemic, when data was changing daily and uncertainty was high.
| Bio Detail | Information |
|---|---|
| Name | Josh Bersin |
| Profession | Industry Analyst, Author, Speaker |
| Current Role | Founder and CEO |
| Organization | The Josh Bersin Company |
| Area of Expertise | Human Capital, HR Technology, AI in Business |
| Known For | Research on AI, talent strategy, and decision-making |
| Background | Engineering and human capital research |
| Industry Focus | AI, leadership, workforce transformation |
| Location | United States |
| Reference Website | https://joshbersin.com |
Marr is especially scathing of the fallacy that decisions based on evidence are always better. He contends that statistics merely reflect what has occurred and not always what ought to occur in the future. That distinction is really important. When foot traffic declines, a retail chain may decide to reduce workers. Instead, a leader who follows their gut can reorganize the store’s layout to improve customer satisfaction. The second option is sympathetic as well as strategic.
Marr has personally witnessed how companies that combine data and emotional intelligence become noticeably more robust through strategic collaborations. It is emotional data, which sensors cannot measure, that makes the difference between comprehending and fixing an issue. This is particularly crucial when AI permeates public policy, education, law enforcement, and human resources.
Amazingly, a lot of the greatest inventions in history came from hunches, passions, or frustrations rather than from market gaps found through study. Consider Airbnb, which seemed ridiculous until it revolutionized hospitality, or Dyson’s vacuum, which was created after 5,000 prototypes. These weren’t the results of algorithms; rather, they were wagers placed by individuals who sensed something that the data hadn’t yet detected.
Irony exists even in the process of developing AI. Innovations frequently result from leaps of intuition. AlphaGo made a move that nobody understood until it worked, according to Demis Hassabis of DeepMind. However, human players were still required to recognize its genius. The program was unaware that it had created history. It simply played.
Businesses may become more faster and more accurate by incorporating AI solutions. However, those same technologies may become dangerously restricted or prejudiced in the absence of human supervision. Marr highlights the significance of conscience in the application of AI. Without a person to ask questions like “Is this fair?” or “What if we’re wrong?” the system proceeds mindlessly. People stop. And that pause is crucial at times.
This becomes particularly important for early-stage enterprises. Data can be used to identify rivals, describe a market, and recommend growth paths. However, it takes instinct to create a product that resonates. Founders frequently succeed because they felt something was lacking—something that others hadn’t yet expressed—rather than because they had the cleanest models. A report doesn’t contain that. Your instinct tells you that.
Even big businesses are reconsidering the type of intelligence that is most important. Microsoft CEO Satya Nadella has highlighted empathy as a fundamental leadership quality. It’s strategic, not because it’s delicate. The most human qualities—curiosity, empathy, and intuition—become your advantage in an AI-dominated world.
Marr’s observations highlight a significant change. Machines won’t take the place of humans in the future. Raising the value of what only people can provide is the goal. Because they interpret the data from an emotional perspective, emotionally intelligent leaders will do better than their simply data-driven counterparts.
