How to Think About Adopting AI
“I was very concerned about the risk of not responding quickly to the opportunities that AI presented. We were already seeing changes on the ground in the software industry in terms of employment figures and how the developers were being impacted by it. So we thought we really need to start thinking about this.”
What happens when you create the space for colleagues and stakeholders to imagine radically different versions of the world we live in? That’s what we did as part of a project for Matrix, to help them develop strategies for AI adoption. Read the report here.
In our webinar last week, Henry spoke to Patricia O’Hagan MBE, Deputy Chair of the project’s Steering Group, to understand her approach to tackling the minefield that is AI adoption.
If you’re facing pressure to do something about AI at your organisation, here are our takeaways from the session.
Take a stance – because change is already upon us.
Patricia’s interest in understanding and mapping the Future of AI and work was partly born out of a desire to address the rise in automation in her own industry (software).
We think this is about agency. Whilst the news is awash with headlines around the benefits and harms of this technology, leaders have the opportunity to take the reins and steer towards a positive outcome for your organisation and employees.
Imagine future societies and work backwards from there.
“It has been so effective in having collaborative conversations when we’re seeing people across different sectors... Without these little scenarios, we couldn’t have made those conversations happen.”
Scenario Planning is a process of developing multiple plausible future scenarios, based on key uncertainties. It requires a lot of imagination and discussion, and is particularly useful for organisations wanting to build flexible plans for complex, changing environments. The end result usually looks like four boxes that tell very different stories about society. Patricia and Henry agreed they allow you to:
Navigate uncertainty. “Traditional strategic approaches follow a defined pathway, whereas we don’t know how technology will evolve or how humans will respond to it”, says Patricia.
Test strategies against a framework. Once you have the scenarios, you can work backwards to develop the ‘how we’ll get there’ strategies.
Communicate effectively. ‘Imagine a world where’ is a great way to start a conversation. Patricia noted that having these scenarios enabled people she’s since spoken with to identify what the state of play is and where they might have influence.
Prioritise Hands-on Exploration.
Ten hours. This is how much time Patricia advises founders of SMEs to spend intentionally playing around with what the technology has to offer.
Invest in basic awareness and training.
The current trend is for some employees to have a go on their own, perhaps becoming advanced users, while others are left behind. Introducing entry-level training creates a level playing field.
A good place to start is on YouTube. Patricia recommends this video. There are also many free resources available on Linkedln Learning, Microsoft Learn and Google AI Learn AI Basics. More specific applications include Lovable – a ‘plain English’ coding platform for people with no coding background.
Address governance and responsibility early.
Playing around is great and leads to innovation. But you need to be aware of the risk to data management. To avoid leaving your organisation exposed, it’s a good idea to establish clear guidelines for how AI is to be used. This should also clarify how AI use furthers the goals of the organisation.
For tips on developing responsible AI guidelines, check out these resources from the AICC.
Finally… taking a considered approach to the technology gives you confidence and a (renewed?) appreciation for being human.
This confidence, Patricia explained, comes from understanding the benefits and limits of a tool and choosing to apply it to some contexts - but not others.
“It’s a tool that supports me and I choose how I use it, and there are aspects of humanity that it can never replace. I have a conscience, I have empathy with other humans, I can make decisions about using it… And I can discern between what’s reality and what’s made up. These are things these machines don’t have. Because the real difference is we have lived experience.”
Get in touch!
If you’re interested in learning about how scenario planning might help your organisation adapt to change.
You can also take a look at our upcoming webinars here.