This article was first published in Digital Edge, The Edge Malaysia Weekly from March 9, 2026 to March 15, 2026.
As artificial intelligence (AI) moves from experimentation to everyday enterprise use, the real question is no longer what AI can do, but how humans and machines can work together in ways that foster growth, productivity, and trust.
The white paper “The Seven Original Sins of Investing” by Entermind AI argues that many organizations are falling into avoidable traps. These include inserting AI tools into outdated workflows, building systems that don’t adapt based on user input, and focusing on technical performance metrics rather than measurable business outcomes.
This paper suggests that companies need to fundamentally rethink their workflows. This means deciding which decisions should be left to humans, which tasks can be supported or automated, and where structured human feedback can improve system performance over time.
To address this, the report says, workflows need to be reimagined from scratch by clearly defining which decisions should remain human-driven, which tasks can be assisted or automated by AI, and whether human feedback can help the system learn and improve over time.
Without this clarity, AI efforts risk adding complexity rather than value.
Entermind, a data and analytics services provider, works with companies to design and implement customized systems. Its services cover data engineering, architecture, analytics, front-end design, and business integration.
A large part of that work involves restructuring workflows so that human judgment and automated processes complement each other. According to the company, the objective is to ensure that the system improves through use while maintaining alignment with operational needs.
Entermind founder Prashant Kumar speaks to Digital Edge about the intersection of humans and AI in his own words.
1. The future does not belong to humans or AI — but for humans with AI. It is clear that how humans collaborate with AI is a very important issue.
As Generative Pre-Trained Transformers (GPTs) become more universal, it is clear that deviations, rather than standards, will determine what it means to be human. The unexpected becomes real. A person’s motivations, flaws, and personality become exactly what they are.
For AI to effectively collaborate with humans, to be treated as a digital worker with subjective capabilities and inherent human agency, to be groomed (trained with constructive feedback), or forgiven for imperfections, it is important to simulate some form of organic connection. Humans seek autonomy, mastery, and connection as basic needs gaps in the workplace.
2. Inject persona into AI It’s science and art. If you look at the latest ChatGPT, it also introduces the Persona feature. In a business context, the most important thing to consider when building an AI persona is the exact role you envision for the AI agent. and the appropriate psychological description and the most additive tone and manner in order for it to be effective among cooperating humans.
If it has AI [governance or operational role]I want that to be the case from the persona’s perspective. If you take on the role of a creative originator, you need to be fully emotional.
Entermind takes a unique approach to designing these personas, bringing layers of chemistry, precision, style, and guardrails to our AI agents. This approach is deeply embedded in the theories and principles of organizational psychology.
3. Never think of starting with AI.but due to business priorities. When it comes to solving business problems and enabling AI to create real growth or improve profits, scale matters. To scale, humans will need to deploy and collaborate with AI. This requires effective team building.
Reimagine workflows from the whitesheet and define roles for humans and AI. You can team up as a centaur with the strength and speed of an AI horse, but with the head, heart, and dexterity of a human. You can team up as cyborgs with powerful AI tools that invisibly assist primarily human processes. AI can assist, automate, augment, or be fully autonomous.
4. The big fear is not AI. They are becoming more like humans, but eventually humans will also become like AI. Humans apply motivation and empathy, maximally considering the entire context, the entire data, and exercise less discretion, creating a passive dependency on AI.
AI is not the first revolutionary technology of the past 100 years. (For example, it could be number 42). We invented nuclear weapons and computers. We have cloned animals and created test tube babies. We invented the internet and cell phones. Many things change, but many things remain the same. Fear is helpful, but panic is overkill.
5. We don’t know everything about what AI is. It can be done, but there’s crazy hype in that space. Only when you are using AI to solve real-world problems can you truly understand what it can and cannot do. And what does it take to make that possible? The most exciting part is the discovery, co-creating with a team of smart AI strategists, data wranglers, machine learning experts, and experienced designers.
There’s a lot of nonsense being shared about what AI can do, often by people who have never delivered an actual AI solution. We do our best to keep it authentic. Be cutting edge, yet honest with the realities and cost economics of your client’s situation. The truth of it all is very exciting and satisfying too.
Most real-world enterprise applications must contend with a wide variety of systems, norms, and constraints. And we believe that the final stages of work are complex, sometimes messy, unknown, but important.
6. Humans powered by AI It’s the future. It used to take 20 accountants to do what a person with a calculator could do. It used to take 2,000 analysts to do what a man or woman with an Excel sheet could do. AI is the new index. A series of brilliant works, each breaking new boundaries. The humans who understand the intricacies, nuances, and diacritics of how to leverage the power of AI in all their endeavors will ultimately win. The same would apply to companies. That means personal productivity increases many times over.
But it would also unduly accelerate the concentration of wealth. Profits will become more privatized and risks increasingly socialized. To me, that’s a bigger fear than some kind of AI taking over the world.
Save by subscribing to us for your print and/or digital copy.
P.S.: The Edge is also available on Apple’s App Store and Android’s Google Play.
