"How should one envisage the Corporate Brain AI solution as the foundation of the enterprise AI infrastructure or of AI agents?"

Peter Gentsch: “Autonomous AI agents can only act effectively and bring real benefits to the company if they have access to company-specific organisational, process and decision-making knowledge – rather than general knowledge. Our innovative approach to Agentic AI is therefore based on a company-specific ‘Corporate Brain’ as the control centre. This Corporate Brain is, as it were, the company’s AI brain. It keeps the company’s aggregated knowledge up to date, valid and secure, and enables the AI agents to operate within the company with maximum productivity and effectiveness. The company’s own Corporate Brain becomes a game-changer – in future, it will control an organisation’s value creation.”

Is there a suitable intermediate step for organisations that would like to take the first step now – but perhaps do not wish to transfer all their organisational knowledge into a Corporate Brain straight away?

Peter Gentsch: It makes perfect sense to gather organisational knowledge in small steps and to train the Corporate Brain gradually. It is important not to overload such a project. Furthermore, staff acceptance and participation are significantly higher when senior management is also involved. Nor does the use of AI always have to focus initially on areas such as ERP, sales or customer service. We are currently implementing projects in which we are first creating digital versions of CEOs – in other words, we are transferring their knowledge, including their tacit knowledge, into a Co-Brain. However, with our technology, we can develop these into cognitive systems capable of operationalising executives’ decision-making logic and making it available at scale.”

Whilst your Corporate Brain AI solution ideally makes the knowledge of an entire organisation accessible, is the Co-Brain focused on C-level knowledge?

Peter Gentsch: Yes, that’s one way of putting it. The principle is the same. Naturally, we train the Co-Brain – or Personal Co-Brain – using the individual’s valuable implicit knowledge; here, too, the integration of tacit knowledge with AI is indispensable. In this way, for example, we can create an Executive AI to act as a sparring partner for management, which prepares, simulates and refines strategic decisions in real time. A pure data model becomes an active decision-making body, traditional reporting gives way to operational control, and an isolated tool evolves into an organisational thinking system.

Our Co-Brain can reduce the preparation time for strategic decisions by 30 to 60 per cent and save hundreds of hours of management time each year. Another key advantage lies in consistency: decision-making logic is standardised across teams and organisations. Such a Co-Brain gives rise to a new quality of leadership that, for the first time, is systemically scalable. AI no longer merely supports decision-making, but becomes an integral part of the decision-making structure itself.

By the way, you can find my own Co-Brain at https://hk.aiconiq.io/