Artificial General Intelligence (AGI) can understand, learn, and apply knowledge across a range of tasks, in a similar way to humans. It is not limited to specific tasks. In e-commerce, AGI is revolutionizing the industry by enabling highly personalized shopping experiences, intelligent customer service, and efficient supply chain management. However, it also raises concerns about job losses and invasion of privacy (Cheng et al. 2025). Autonomous decision-making also has ethical implications.

Figure 1. Future trends in AGI research

In supply chain and operations management, AGI-driven tools like Deepseek can forecast demand better than before, coordinate logistics, and solve problems independently in real time. When organizations learn how to use these tools, they can adopt them faster and improve the overall supply chain performance.
Alibaba’s smart warehouse demonstrates how AGI uses data, algorithms, and robots to automate inventory management, reduce errors, and enhance labour productivity through the collaboration between AI and human expertise.
In marketing, AGI enables highly personalized strategies by creating content that resonates emotionally with customers. AI-generated virtual influencers with emotional expressions, such as happiness or surprise, can significantly increase user engagement, especially when combined with visually appealing content. AGI also excels at creating ads with agentic appeals, like messages focusing on efficiency. Consumers prefer these ads because they enhance the sense of self-efficacy in completing tasks. However, for ads that require emotional storytelling, human-AI collaboration remains crucial. Generative AI can also deliver highly personalized marketing content, outperforming traditional digital tools in terms of relevance and efficiency.
In customer service, AGI-powered digital assistants build trust and encourage purchase intent by using anthropomorphic features. Computers become social actors. By improving response speed and problem-solving accuracy, AI chatbots can improve customer satisfaction and loyalty. Their effectiveness depends on balancing technical capabilities with human-like interactions.
In industries such as hospitality and tourism, AGI tools like Deepseek can personalize recommendations and simplify backend operations, showing their adaptability across different sectors.
A bibliometric review indicates that e-commerce AI research has long focused on recommendation systems, sentiment analysis, and personalization. Now, AGI is expected to integrate these areas into a cohesive, autonomous ecosystem.
Collaborative AI frameworks emphasize combining AGI’s mechanical and thinking intelligence with human marketers’ intelligence. This allows humans to focus on strategic and emotional tasks while AGI automates routine processes.

Reference
Cheng, X., Mou, J., Wang, Y., & Zarifis, A. (2025) ‘Development of AGI in e-commerce’, Journal of Electronic Commerce Research, vol.26, no.3, pp.163-169. http://www.jecr.org/node/737

When we think of great leaders, we turn to famous leaders from history for inspiration, but they did not have to deal with unpredictable disruption AI is causing. The modern leader must not only lead humans, but also autonomous AI agents. They must also guide the organization through the process of adapting to fully utilize AI across all the operations. There is no simple answer to this challenge, but there is a structured approach with six steps that will increase the chances of success.

Figure 1. The steps to being a great leader in the age of AI

Step 1: Learn the three most effective leadership styles

The first step is to learn the three most effective leadership styles and understand the benefits of combining them in various ways. These are servant, transactional and transformational.

Step 2: Learn the typical stages of a project

The modern leader must constantly integrate the latest versions of AI so their role becomes similar to that of a project manager implementing a series of digital transformation projects. Typically, a project has six stages that are forming, storming, norming, performing, adjourning and post-project collaboration.

Step 3: Evaluate the context

While we are fascinated by the capabilities of AI, the role of the context the leader finds themselves in must not be underestimated. The leadership approach must consider the influence of the context on the people and the technology.

Step 4: Choose a business model and a leadership style

The leader needs to think about whether to focus on one of the three leadership styles or combine two of them to get the best out of the situation they are in.

Choosing a proven AI centred business model will offer clarity. There are six proven AI focused business models: first: incumbent focusing on one part of the value chain and disaggregating, second: incumbent absorbing AI into existing model, third: incumbent expanding beyond current model to fully utilise the opportunities of AI and access new data, fourth: startup disruptor focused on one sector, built from the start to be highly automated, fifth: disruptor focused on tech adding a new service such as insurance, and lastly the sixth model is a disruptor that is not tech-focused but has an extensive userbase.

Step 5: Build trust with a clear vision of what the role of AI is

To lead autonomous AI agents, the leader must build trust in them among the team. The leader must be clear on their use and build a consensus around this. The team must be put on a sustainable trajectory for change.

Step 6: Decide what to do at each stage of the project

 Effective leadership today must involve leading on technology as well as people, building trust in the technology, and finding the best combination of leadership styles to get the most out of humans and automated AI agents. These many tasks cannot all be done at once so the leader must have a plan of what they will focus on at each stage.

The steps touched on here are covered more thoroughly in the book. If you want to learn more about Leadership in AI with trust you can buy my book from all good bookshops.

Reference

Zarifis A. (2025) ‘Leadership with AI and trust: Adapting popular leadership styles for AI’, De Gruyter: Berlin. https://doi.org/10.1515/9783111630137

https://www.amazon.co.uk/Leadership-AI-Trust-Adapting-leadership/dp/3111630048

https://blackwells.co.uk/bookshop/product/Leadership-With-AI-and-Trust-by-Alex-Zarifis/9783111630045