From Chessboard to Boardroom: Kasparov’s Vision on AI and Strategy
In 1997, world chess champion Garry Kasparov lost to Deep Blue, a supercomputer built by IBM. For the first time, a machine defeated the human number one in an intellectual mind sport. For many, it felt like the end of human superiority in strategic thinking. But Kasparov saw something different. Instead of resisting technology, he chose to dive into it. He didn’t ask how he could have won, but how he could collaborate with the force that had beaten him.
That’s how ‘centaur chess‘ was born: a combination of human intuition and machine calculation.
Kasparov began experimenting with teams where players using an ordinary laptop faced off against grandmasters, and against stronger AI systems. What did he discover?
In 2005, online chess platform Playchess.com organized an open tournament where human players, computers, and human-machine teams , so-called centaurs, competed against each other. To everyone’s surprise, the winners were not the grandmasters, nor the most powerful supercomputers. The tournament was won by two amateur players: Steven Cramton and Zackary Stephen. They didn’t have exceptional chess skills, nor the best software. But they had a smart workflow: they rapidly switched between different AI engines, knew when to ignore the machine, and constantly adjusted. Their win made it crystal clear: it’s not the smartest player or the most powerful algorithm that wins, but those who collaborate best.
The winners weren’t the strongest players or the most powerful systems, but the duos that collaborated best. The art was in cooperation, not brute strength.
That principle is more relevant today than ever. Instead of asking: “How will AI replace us?”, leaders should ask: “How can we, as a team, become stronger with AI than ever before?” Kasparov’s experience is not just a footnote in chess history, it’s a guide for how leaders can navigate a technology that is reshaping strategic decision-making.
It’s tempting to approach AI as something that takes over “our role.” But that’s a narrow view. Those who use AI wisely discover new roles, tasks that are only possible through the combination of human and machine. Just like in sailing, aviation, or surgery, the rule here is: technology doesn’t make you weaker, it makes you more precise. Faster. Smarter. But only if you know when to take control yourself.
Kasparov’s attitude after his defeat is a lesson in leadership. He didn’t become an anti-tech activist or a nostalgic romantic longing for the past. On the contrary. He became a champion of human-machine collaboration. He wrote books, gave keynotes, and challenged companies and thinkers to look beyond fear. His message: the real power lies in the combination.
Think about your own organization. Where are your ‘centaur’ opportunities? Where can you combine human experience with AI’s speed, computational power, or pattern recognition? Where can you learn faster, predict better, or make smarter decisions, not thanks to technology alone, but thanks to how you work with it?
The strategy of the future won’t be defined by whether you use AI, but by how. Kasparov’s story shows that losing doesn’t mean being lost. Those who collaborate can win on a whole new level. And just like in chess, it’s not only the opening move that counts, but the whole game. Those who know how to position AI strategically in their organization are playing a different game, one that’s built for the long term.
Five Lessons from Kasparov for Leaders
1. Don’t fight AI but work with it
AI is not the enemy, it’s a partner. Just like Kasparov, you can turn defeat into a new beginning if you’re willing to see the power of collaboration. Start small: let AI contribute to your annual strategic reviews or serve as a sparring partner for market analysis. You don’t have to be a chess champion to start working together. Think of AI as your co-pilot, not a pilot replacement, but someone who helps in turbulence and course correction.
2. Create centaur roles in your organization
Look for tasks where human + machine enhance each other. Think of recruiters using AI to reduce bias, or policymakers simulating scenarios. Marketing teams can use AI to predict customer behavior. HR teams can analyze retention patterns. The strength lies in designing work where both perspectives, analytical and human, are equally valued. Make sure teams know when to follow AI and when to be critical.
3. Train your team in hybrid thinking
Hybrid thinking requires new skills. Combine analytical thinking with tech fluency and the ability to make decisions in data-rich contexts. Run simulations or scenario games where teams learn to use AI as an ally instead of a black box. Cultivate curiosity, not just efficiency. Let people experiment with AI tools without pressure, building familiarity is key to agility.
4. Optimize for collaboration, not replacement
AI doesn’t have to cut jobs, it can enrich existing ones. Let technology amplify people, not replace them. Design processes where AI provides insights, but the human makes the final call. A doctor with an AI diagnosis tool isn’t weaker, they’re better equipped. The same applies to leaders. An AI that suggests risks or budget options doesn’t change who decides, it expands the playing field.
5. Redefine who ‘the best’ is
In an AI era, it’s not about the smartest individual, but the most aligned duo. As with Kasparov, the win lies in synergy. Don’t ask who knows the most, ask who can switch best between human judgment and technological input. The winners of tomorrow aren’t the fastest thinkers, but the best collaborators. Organizations that dare to redefine excellence, from knowledge holders to connection specialists, will set the tone.
Kasparov could have sunk into nostalgia over human dominance. But he chose to learn, to combine, to innovate. His message is clear: strategy in the age of AI doesn’t require surrender, but game sense — and the courage to collaborate with what once seemed threatening. Not as a loss, but as a transformation.