We have just been to a couple of Australian Open tennis matches for the first time in a few years. One thing that puzzled me was I could hear the ball being called ‘out,’ but I couldn’t see any linesmen or women. When I researched the topic, I found I missed that the Australian Open was among the first major tennis tournaments to adopt AI technology called Hawk Eye Live for line calling, replacing hundreds of human line judges in 2021. Players can no longer challenge calls as they once did. But they can request Hawk-Eye to show evidence for a call.
Players and spectators alike accept Hawk Eye’s’ verdict. It creates the impression of being error free, such that players rarely question its decisions. Except it’s not foolproof. There was a notable controversy during the 2025 Australian Open where the AI line-calling system malfunctioned and unexpectedly started shouting “foot fault, foot fault, foot fault” before a player had even begun his serve. This bizarre occurrence disrupted the flow of the game at a critical juncture.
The Australian Open example underscores the point that AI is a tool that needs to be used wisely, with implications far beyond just introducing a new technology. Hawk Eye affected so many people, including line judges, players, broadcasters and spectators, that made it a strategic business move rather than just a technical upgrade. The AI foot-fault detection system’s malfunction also reinforces how important it is to be prepared for unintended consequences. The key point here is adopting AI is, first and foremost, a leadership challenge.
Professor David De Cremer, author of The AI Savvy Leader: Nine Ways to Take Back Control and Make AI Work, highlights the need for leaders to be AI-savvy, actively participating in the process and aligning AI use with business goals. De Cremer says AI is a tool, not a strategy. He argues that AI’s potential often overwhelms leaders who mistakenly delegate the responsibility to tech experts, which results in a lack of alignment between AI’s use and the organisation’s business goals.
De Cremer suggests, we need to learn how to lead with empathy and human-centric strategies. While AI will handle many of the technical, routine tasks that occupy managers’ time, the ability to lead with empathy, communicate effectively and foster collaboration will become increasingly valuable. It’s what will set outstanding leaders apart.
🙋♀️ What is your view on leaders developing their soft skills to adopt AI successfully? 🙋
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Best regards, Brian