The human edge in the age of AI: A Q&A with Dr. Moira Gilchrist 

As artificial intelligence makes information and knowledge increasingly accessible, a new question is coming into focus: what will define human advantage in the years ahead?

Over the past year, PMI has been exploring the role of human cognition in an AI-enabled world and the growing value of human capabilities, such as judgment, creativity, critical thinking, adaptability, empathy, and trust.

In the Q&A below, PMI's Chief Global Communications Officer, Dr. Moira Gilchrist, reflects on why human cognition may become one of the most valuable assets of the future and what leaders can do to nurture it.

Information and knowledge have been seen as sources of competitive advantage for decades. If AI provides both instantly, what is the new human edge?

As information and knowledge become increasingly accessible, the value shifts to human cognition: our ability to exercise judgment, navigate ambiguity, challenge assumptions, and bring meaning. Crucially, it also depends on creativity—that uniquely human capacity to test and connect ideas, looking beyond what is already known and delivering something genuinely new.

That’s why I believe human cognition will become more valuable, not less, as AI becomes more capable. AI can process, predict, and generate at remarkable speed. But deciding what matters, what can be trusted, and what action to take remains fundamentally human. And while AI is extraordinarily powerful at recombining what already exists, it’s people who bring the spark that turns unlikely connections into original thinking.

I should admit that I’m an eternal optimist. I have tremendous faith in people and in our capacity to adapt. For all the attention on what machines can do, I believe we’re entering a period that will place an even greater premium on uniquely human capabilities. That includes the courage to experiment, to bring diverse perspectives together, and to create ideas that did not exist before. The organizations and leaders that thrive will be those that create the conditions for these capabilities to flourish.

If human cognition is becoming more valuable, what does that actually look like in day-to-day working life?  

Human cognition is our ability to think, adapt, learn, and create meaning. In practical terms, it’s how we decide what to trust, what to prioritize, how to solve problems, and how to lead through uncertainty.

Every day, we’re presented with more information, more content, and more recommendations than ever before. AI can help us process that information, but it can’t tell us what matters most in a particular context or what decisions we should ultimately make.

That’s where judgment comes in. As AI becomes more capable, the ability to question, interpret, challenge assumptions, and connect ideas becomes increasingly important. So does the ability to use those connections creatively—to move from analysis to imagination, and from existing knowledge to new possibilities. 

I find that exciting. The technology is advancing at an extraordinary pace, but that only reinforces the importance of human cognition. As leaders, our role is not simply to adopt new tools, but to help people navigate change, bring new ideas, exercise good judgment, and make thoughtful decisions.

That’s a deeply human responsibility.

PMI has been exploring the topic of human cognition, and you’ve been part of many conversations about it, over the past year. Why do you believe it matters now?

One reason this topic matters to PMI and to me is that we’ve seen firsthand how much progress depends on people. PMI’s journey to fundamentally change our business has required us to rethink long-held assumptions, navigate uncertainty, and continuously learn and adapt. That’s not a technological challenge. It’s a human one.

But our smoke-free progress has also been about understanding our adult consumers. At its heart has been a simple question: what motivates people to change? That has meant developing a deeper understanding of human behavior, from how people navigate change and weigh choices to what ultimately motivates them to do something different.

That’s one reason I find the topic of human cognition so fascinating. As AI transforms how information is created, accessed, and applied, understanding how to preserve and strengthen people’s capacity for critical thinking, sound judgment, and trust becomes even more important.  

Ultimately, it’s those human capabilities that allow us to adapt, make decisions, and imagine better possibilities. Creativity is central to that, because real progress often comes from blending ideas, experiences, and perspectives in ways that have not been tried before.

What role does human experience and intuition play in an AI-enabled workplace?  

I think one of the things we sometimes overlook is that experience gives us more than knowledge. It also shapes intuition.

Over time, I have developed an instinctive sense about the subjects I work on; not because I was taught a formula, but because experience gradually shaped my ability to spot what feels right, what feels risky, and what may be missing. 

That’s what makes intuition such an interesting topic in the age of AI. Large Language Models can analyze vast amounts of information and identify patterns at remarkable speed, but intuition is built differently. It emerges from experience, context, and reflection over time.

That’s why people will remain essential in the decision-making process. AI can inform decisions, but human beings still need to interpret outputs, challenge assumptions, and determine what is appropriate in a given situation.

Just because something can be done doesn’t always mean it should be done. Experience helps us navigate that distinction.

What about “AI brain rot” and the fear that our cognitive and creative skills could decline? 

I think there’s some truth to this concern. Human cognition is a bit like a muscle: use it or lose it.

Every worthwhile idea requires a degree of intellectual effort. Whether you’re solving a complex problem, developing a point of view, or creating something original, there’s usually a certain amount of friction involved. That’s often where learning happens. It is also where creativity happens: in the often messy, demanding process of testing ideas against each other until something new and exciting begins to emerge.

I think it’s essential to not allow AI to remove all this friction from our thinking process. In fact, there’s value in actively seeking it out. Personally, I love working against a hard deadline because it creates a kind of productive tension that forces me to think differently and often leads to my best ideas. The danger isn’t AI itself. The danger is becoming passive. If we start outsourcing all of our thinking to technology, we risk weakening the very capabilities that create value in the first place.

That’s why curiosity, questioning, and active engagement matter so much.

If knowledge is now a given, how can younger colleagues build confidence in their judgment, which usually takes years to develop?

This is one of the most important questions for leaders. 

AI gives younger colleagues access to insights, analysis, and expertise that previous generations would have spent years accumulating. That’s incredibly empowering. But judgment is developed differently. It grows through experience, difficult decisions, setbacks, reflection, and accountability.

One thing I’ve become increasingly conscious of as a leader is the need to make my reasoning visible. Rather than simply deciding something, I try to explain why I’ve challenged an answer, what risks I’m considering, what I think may be missing, and why I ultimately support a particular direction.

Too often, experienced leaders present judgment as instinct when, in reality, it is the product of years of accumulated experience.

Helping younger colleagues understand that reasoning process can give them access to insights that would otherwise take much longer to develop. Technology can provide answers, but leaders still need to help people understand how good decisions are made.

When synthetic content becomes abundant, where does trust come from?

In my opinion, trust may become the defining differentiator in an era where AI can generate infinite content in seconds. Trust depends on human connection, credibility, and accountability, and those qualities don’t emerge from technology alone.

As content becomes more abundant, people will increasingly look for signals that something is authentic, reliable, and created with care. Ultimately, trust comes from knowing who is responsible for something, what they stand for, and whether they’re willing to stand behind it.

That natural yearning to gather around a campfire and share stories, experiences, and ideas is deeply human. It doesn’t disappear because there is a machine in the mix. If anything, it becomes even more important.

In a world where content may be increasingly synthetic, genuine human connection may become one of the most valuable sources of trust we have. So too will the presence of a recognizably human creative voice—one that reflects lived experience, original thought, and the willingness to take responsibility for an idea.