What is it to be human? Especially in the age of artificial intelligence-led tech revolution and geopolitical shifts. Or in the words of Zofia Dzik, a dreamer, thinker, believer, & doer, and the Founder and CEO of Humanites Institute, “Are we ready for the change? Where from to take unbiased algorithms and how to secure the internal compass of human beings? How to take a wider perspective on the human, their readiness for the technological revolution?”
More crucially, what is the future of leadership? “How to grow Coherent Leaders™ who will meet the needs of the VUCA and BANI world? Why are today’s leaders stuck in Tunnel Development?”
And most importantly, “When it comes to ‘Ethics in AI’, how to regain and retain humanity? Or, in other words, how to preserve humanity in the stream of Big Data and algorithms? How to regulate new technologies and preserve/develop critical thinking of people?” are the very urgent questions of our era, which Zofia, the Founder of the Center for Ethics of Technology at Humanites Institute, asks.
In search of the answers to these questions, Zofia has devoted her life. As an experienced chief executive and nonexecutive officer, strategic advisor, and multidisciplinary strategic thinking partner breaking schemes, Zofia is a social innovator and entrepreneur promoting #humaneconomy and tackling the issue of Humanity&Ethics at Tech Revolution #humanity&technology.
Zofia sat with team Insights Success, where she uncovered her journey, achievements, and hopes for the future that she has been envisioning for quite some time now.
Okay! Ma’am, the first question. Your journey reflects a series of bold decisions. What defining turning point shaped the leader you are today?
Business and private decisions:
- a)After the collapse of the Berlin Wall, applying as a student for the University of Illinois at Chicago.
- b)Moving for work from Kraków to Warsaw.
- c)Becoming the youngest CEO on the regulated market in Poland and pioneering the fintech market in direct insurance in the CEE region – thatrevolutionised the whole insurance industry across CEE.
- d)Personal development – reworkinga serious crisis in the marriage – coming out stronger, happier with the same husband. Every story is personal and individual. However, from today’s perspective, I have the feeling, looking at all my business achievements, that this one was far more difficult and challenging to make the total turnaround.
- e)Mother of three, while developing as one of the top C-level executives in Poland.
- f)Courage for Answering the Call — founding theHumanites Institute with a focus on systemic impact, and on the integration of humanity and technology.
During the first ten years, many people questioned the value of this new path, often calling it “a waste of time.” In recent years, however, I have been nominated for several awards for long-term strategic thinking and have been described as a visionary.
The mission of the Humanites Institute is to awaken the Human in Human. We aim to build an ecosystem that supports human beings in such a way that they can make proper use of innovation without stopping thinking, learning, and loving. Among others, notably, our organisation was among the first in the world to develop a systemic approach to addressing the growing pandemic of loneliness.
- g)Whileestablishing a foundation, a decision was made to leave the operational C-level positions in business and to develop a career as a leading nonexecutive board director. At the moment, one of the top nonexecutive board members is sitting on the boards of the largest Polish and European companies.
- h)25years ago, I started my passion for tracking deserts around the world. Just a month ago, I came back from Atacama.
- i)I have also startedlecturing at the University. Providing lectures based on my own Coherent Leadership Model
. j) All the people that I met on my way. Working in different environments – business, nonprofit, academic, etc.
Visionaries often see possibilities before they become mainstream. What early signals helped you identify the path your organisation is on now?
I love interdisciplinary development. I was observing many trends: social, technological, business, and geopolitical.
I was combining the economic and social issues.
In a rapidly shifting global landscape, how do you ensure your organisation stays ahead of the curve, both strategically and technologically?
As stated earlier, our institute, with great intuition, named a number of trends. The answer lies in the answer to question number two.
Leaders inspire cultures, not just companies. How have you shaped a culture that supports innovation and long-term resilience?
The fundamental elements are the values, coherence, and the view that we take on human beings as someone. The answers I have enclosed are in three models that I have worked out. – Earlier mentioned – Coherent Leadership Model, Model of the Village – of the systemic social capital development, and Loop Model = model of the long-term social capital development.
All these, with the coherence and courage, bring the results!
Many leaders achieve milestones that redefine their industry. Which accomplishment or recognition stands out as a testament to your organization’s impact?
Pioneering the fintech direct insurance market.
Pioneering the human economy and systemic approach to the human-tech innovations (since 2010!).
Disruption is now a constant. What innovative approach or initiative has recently transformed the way your company operates?
E.g. – development of the campaign – HumanBE – which, from Poland, has reached companies from over 50 countries worldwide.
Every breakthrough comes with challenges. What was a major obstacle your business faced, and how did you convert it into an opportunity for growth?
The main obstacle was that we were pioneering the subject of human-centric technology. We were too early. 15 years ago, when I established Humanites, the trend was for unreflective run for the new technologies with no space for any doubt. We won it by consistency, high professionalism, and the ability to combine different stakeholders.
Sustainable leadership is becoming a global priority. How do you balance growth ambitions with responsible and ethical business practices?
This is actually the core of all our activities. One of our youngest projects, established in 2021, is the International Center for Ethics in Technology.
For emerging leaders aiming to make their mark globally, what core advice would you offer about leading with vision and purpose?
Have the courage to keep up to your values and purpose
Looking ahead, what strategic goals or future initiatives do you believe will position your organisation as a defining force in 2026 and beyond?
Extending the global presence and impact. The world is now going globally into the rather darker times. Therefore, we believe that our mission to support human beings in the times of the tech revolution and geopolitical shifts is even more crucial.
