We here at MBS have had the privilege of placing exceptional leaders and, indeed, Communications leaders into some of the most innovative and high-growth businesses in the UK and internationally. What’s become increasingly clear to us, is the growing strategic importance of the Communications function. Today, Corporate Affairs and Communications are not just support roles, they are central to shaping business direction, reputation, and resilience. Earlier this week, we collaborated with Signal AI on a breakfast event which brought together leaders in this space to discuss how the function is evolving against an increasingly digital backdrop.
We were delighted to be joined by Dex Hunter-Torricke, who has led Communications at Facebook, SpaceX and Google DeepMind. Dex, in conversation with David Benigson, founder and CEO of Signal AI, explored how the rise of AI as the ultimate knowledge engine is reshaping the landscape of leadership and communication. As information becomes increasingly commoditised, it’s human skills – creativity, judgment, empathy, and adaptability – that will set individuals and teams apart. These qualities, they argued, will define the next generation of exceptional communicators and leaders. Dex described that whilst politicians and business leaders are focusing on “fixing potholes, an entirely new transport system will be required for this new AI era”. It was inspiring to explore what this means for the future of Corporate Affairs and Communications – a function uniquely positioned to guide organisations through rapid technological, reputational, and societal change.
“AI now holds all the world’s knowledge – what will set us apart is how we use it.”
As the conversation opened up, it became clear that the Communications function, which was once defined by messaging and media, has become a strategic discipline concerned with how organisations interpret the world around them. One leader described Corporate Affairs as “a living sensor for the business”, while another called it “the conscience of the organisation”. There was agreement that the job is no longer about defending reputation once it is threatened, but about designing systems and cultures that make integrity the default.
Artificial intelligence has accelerated that transformation. The tools now available offer visibility and reach that would have seemed impossible only a few years ago, but they also challenge long-held ideas about what it means to lead, decide and communicate. Dex described being at the frontier of this change. Using the example of his ‘digital twin’ – an AI produced version of himself that is able to learn, analyse and optimise at a remarkable speed – he highlighted not only the extraordinary pace at which this space is evolving but also how much more thought now needs to go into implementing these new tools, and of course the speed and agility these tools can equip leaders with.
This prompted reflections on how leaders are being pushed to operate in a permanent state of adaptation, responding to technologies that outpace regulation and, at times, ethics. The recommendation that everyone should have a personal, team and company plan for AI resonated across the room as it became clearer that Corporate Affairs leaders need to think about not just what AI can do, but how it should be applied responsibly. That means setting principles and frameworks that align technological opportunity with organisational values, and thinking through a plan for the short, medium and long term.
Throughout the discussion, a distinction emerged between knowledge and skills. As one attendee observed: “AI now holds all the world’s knowledge – what will set us apart is how we use it.” The ability to interpret, question and apply information thoughtfully will likely be the mark of human intelligence in the age of machine capability and several leaders agreed that the future will belong to those who can combine technological fluency with empathy, creativity and judgement. The conversation underlined that in a world that will continue to be saturated with data and information, judgement and wisdom will become more critical than ever.
“The point is not to know everything, but to know what matters most.”
The group also recognised that technology’s impact is not only confined to systems, but touches on identity and leadership too. “We’re at a hinge point,” Dex reflected, “where the old structures are losing relevance, and new ones haven’t yet been built.” He described leadership today as an exercise in interpretation rather than control, a skill that depends as much on moral clarity as on technical expertise.
Throughout the discussion, there was a balance between optimism and realism. The group recognised the potential of AI to strengthen judgement, but they were clear that technology is not a substitute for leadership. It can show patterns, predict risks and trace sentiment, yet it cannot decide what should matter. “Tools can tell you what is happening,” someone remarked, “but they can’t tell you who you are.”
Dex framed this as a deeper shift in the nature of leadership itself. The industrial age, he said, rewarded the ability to manage information and maintain order, whereas the digital age rewards interpretation. Leaders are being asked to read complexity, find meaning and act before the full picture is clear. “The future belongs to those who can connect the dots,” he said, describing today’s environment as an “in-between moment” in which the old systems are losing relevance and new ones have yet to solidify. However, it is true that the same technologies that amplify risk can also strengthen credibility if used thoughtfully. One participant noted that, “for the first time, we can quantify reputation as rigorously as revenue”, and several agreed that the opportunity lies in how these insights can be used to protect brands as well as improve them.
“Tools can tell you what is happening, but they can’t tell you who you are.”
Signal AI’s role in this new landscape reflects that ambition. Its technology, built initially on discriminative AI that classifies data with precision, has evolved to incorporate generative AI that can summarise, synthesise and contextualise information in human-readable ways. The company’s new platform, AskAIQ, allows senior leaders to query complex datasets and receive concise, actionable insight. “The point,” said David, “is not to know everything, but to know what matters most.”
The group spoke candidly about the personal dimension of this work. Many admitted to feeling the weight of constant change, and the difficulty of staying grounded when the external environment demands perpetual motion. But the responsibility to equip people in this ever-changing landscape is not simply a personal one or an organisational one. Dex argues that it is up to the people who have been entrusted with securing our futures – those in government – who should be prioritising education, both in a formal capacity but also as a cultural investment that will support lifelong learning, as the future will not belong to those who know the most, but to those who can learn the fastest. He said: “The most important thing governments can do is to prepare citizens for a world where learning never stops.”
Looking ahead, the leaders who will thrive are those who see AI not as a barrier, but as a lens – one that brings clarity, insight, and opportunity. Success will belong to those with a well-defined plan at the personal, team, and business level, and the agility to adapt and execute that plan in a rapidly evolving landscape. As Dex powerfully concluded: “We can’t stop the future from arriving, but we can decide the values it arrives with.”
