Olivetti placed the human being at the center of the enterprise, recognizing in them the intelligence to develop value across the various areas an enterprise affects.

Today, however, there are multiple forms of intelligence within the enterprise that must collaborate toward overall Value, giving rise to an organization no longer made up simply of people who use technology, but a community in which Human Players and AI Players collaborate in creating value.

This is the true significance of Intelligent Business Agility, whose premise is that, contrary to common perception, the human dimension is becoming ever more central to every choice and decision.

When cognitive capacity is artificially enhanced, the following become even more important: empathy, trust, listening, relationships, negotiation, conflict management, a sense of belonging, and the ability to create meaning.

This is why an ecosystem of intelligences is not simply the sum of Human Intelligence and Artificial Intelligence, but rather the forge of Collective Superintelligence (Collective Superintelligence, CS)

• CS (Collective Superintelligence): the exponential value and competitive advantage generated by the organizational system.
• HI (Human Intelligence): the irreplaceable human ingenuity, made up of creativity, critical thinking, and emotional intelligence.
• AI (Artificial Intelligence): the cutting-edge technological component, where AI Agents operate as co-pilots connected to people.
• OH (Organizational Harmony): organizational Harmony, which acts as the exponent of the function. It represents the perfect balance between vision, operations, and innovation that makes organizations truly proactive.

The formula captures the balance among vision, operations, innovation, and social harmony.

The different intelligences do not simply add up; they amplify one another in a healthy context, making the foundations of the Olivettian community — made of relationships, culture, and shared learning — the ground on which to take root, developing in detailed form the Olivettian essence: enterprise as community and culture, knowledge, and relationships as factors of production. 

At this point it should be clear that the challenge of creating collective superintelligence goes beyond the question “how do I introduce AI tools into the organization,” becoming instead a genuine “community” challenge aimed at giving the best possible contextual answer to the question

“Where can we create new value through Human–AI collaboration?”

It should be stressed that the shift from the paradigm of Person → uses → tool to that of Human Player ↔ AI Player implies a close, bidirectional collaboration within the workflow.

Within Intelligent Business Agility, this idea finds its home in the HAI Agility dimension of Intelligent Business Agility (one of its four dimensions, alongside Technological Agility, Market-Fit Agility, and Organizational Agility), which expresses intelligence along technological, cognitive and emotional lines.

AI is a «co-pilot» that can explore, analyze, generate alternatives, simulate, support decisions, automate tasks, monitor, learn, collaborate, and more. This, however, must not tempt us into eliminating human accountability — quite the opposite: the more the co-pilot is used, the more that accountability must be reinforced, clearly affirming people's role as supervisor and decision-maker:

AI can expand the capacity to decide; responsibility for the choice remains human.

So, then, what needs to be done to create a community of intelligences in service of Value?

The question is, understandably, undecidable, although it is possible to highlight some virtuous behaviors worth adopting:

1. Focus on Value: the new vision of the enterprise cannot be reduced to the dualism of profit-productivity; it must also bring into the equation the capacity to innovate: learn → adapt → innovate → create new value.
2. Distribute Entrepreneurship: the entrepreneur must not try to concentrate every decision, but must instead create the spaces that enable Widespread Delegation(Delega Diffusa).
3. Build Trust: no Human–AI organization can function if every decision must be authorized from above, turning trust into genuine operational infrastructure: Trust is not the absence of control; it is the condition for distributed action.
4. Democratize Information: one cannot ask for entrepreneurial behavior from a person who lacks the necessary information. To generate value, it is essential to democratize information, a process that involves: information + knowledge + AI + decision-making capacity.
5. Design the Human–AI Interaction: it is not enough to purchase AI tools; what must be redesigned are processes, responsibilities, roles, decisions, and skills.AI is a Business issue and an Organizationalone even before it is a technological one.
6. Protect Decision-Making Spaces: clearly establishing the limits of autonomy and which decisions must remain an exclusively human domain. In a word: developing awareness.
7. Keep Learning: intelligences evolve rapidly, so the organization too must learn rapidly. Smart Leaders thus become designers of organizational learning.