TALKING

A tool with no tangible value can become an obstacle for future transformation using the same technology, so establishing a clear purpose for all AI endeavours is the only way to earn approval from both management teams and employees.

The practical exercise of integration is often a case of trial and error, so it’ s important not to panic if tools don’ t perform exactly as intended from the outset. This may involve working with vendors and seeing how they can tailor solutions to suit the requirements of the business or performing extensive testing on internal tools so that they are only rolled out once they are absolutely ready.

Where companies will encounter difficulties is if they try to run before they walk. Starting small and prioritising the low hanging fruit − before transitioning to more complex issues − increases confidence, generates good news stories and builds momentum. A steady stream of positive insight will keep senior leaders onboard, increasing the chances they will give their backing to future projects.

Set realistic timelines

When the time comes to introduce solutions to the wider workforce, company-wide training on how these offerings can be used to improve efficiency is essential. AI will remain unused if employees cannot conceptualise how this technology will increase the speed and accuracy with which they work, so taking time to communicate the potential uses is a worthwhile investment.

Achieving success in an evolving business landscape

To deliver an effective AI strategy, firms should draw together a detailed roadmap that clearly outlines the end goal of the project, how this will be achieved, and how long this will take.

Whether a team is collaborating with external partners or developing an AI tool from scratch, these processes take time and there will inevitably be initial problems in getting AI solutions up and running. This is why it’ s essential to communicate with the C-suite and help them understand AI implementation is a long-term process.

The narrative has flipped on its head: AI is now a must-have in the eyes of leadership teams, not simply an added bonus. Enthusiasm must be coupled with pragmatism to ensure success, with a firm objective at the end of a project always the priority.

Ultimately, the overarching direction must come from development teams themselves. Ensuring that the C-suite is kept up to date with plans for the AI journey is the only way they will understand the balancing act at play, with tangible use cases the simplest way to convey the benefits. p

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