Let's talk about (sex) AI baby!
Imagine this scenario, playing out in businesses all over the world right now…
CEO to management team (Rubbing his hands together fast) - “Hey so this AI thing is pretty bloody exciting isn’t it! We need to be in that space ASAP. Make it happen you oxygen-wasting clowns!”
Team (Gently shitting themselves) - “Oh boss, we’ve looked into it and have decided the technology isn’t advanced enough. It's unproven, lacks security, and will be a flash in the pan.”
CEO leaves determined to replace his advisors with people who get it; goes and hires a transformation consultant.
Team, fearing for their livelihoods and concerned about being usurped by the machines, breathe a sigh of relief and kick the automation can down the road. Little did they realise they were about to be terminated by an overzealous CEO in favour of a more sycophantic team.
A few lines from the iconic Salt-n-pepa song Let’s Talk About Sex Baby, somehow strangely apply in this context:
To the people at home or in the crowd
It keeps coming up anyhow
Don't be coy, avoid, or make void the topic
Cuz that ain't gonna stop it
So, how do you bring it up with your teams?
Well, the great likelihood is that you use technology for, well anything, right now, you’ll be implementing some form of AI in the coming years. If not right now. With that in mind, you have everyone's favourite six letter word approaching: CHANGE.
Time for a change management model. My favourite one in this context is the ADKAR model, developed by Jeff Hiatt, based on the principle that organisational change requires individual change. Put another way, win the hearts, minds and behaviour of your people and they’re more likely to embrace and not fear this incredible manifestation of the 4th Industrial Revolution. Enable your people to succeed, lest they become luddites.
Awareness - Ensure everyone in your organisation understands the need for change
Desire - Make your case so that everyone involved wants the change
Knowledge - Provide the information each person needs on how to accomplish their part of the change process
Ability - Make sure all employees have the skills and training they need to successfully do their part
Reinforcement - Continue to work with employees and stakeholders after the change is accomplished, to make sure they stay on top of doing things the new way
If you prefer your models based upon the timeless wisdom of penguins, then the Kotter book: “Our Iceberg is Melting” will set you right.
Create a sense of urgency: Recognise the need for change and convey it to others effectively. Highlight the risks and opportunities associated with the situation to motivate action.
Develop a guiding coalition: Assemble a diverse group of individuals who are committed to the change and can influence others. Build a strong team to lead and support the change initiative.
Formulate a strategic vision: Define a clear and compelling vision for the future. Paint a vivid picture of what success will look like after the change is implemented.
Communicate the vision: Clearly and consistently communicate the vision to all stakeholders. Use various communication channels to ensure understanding, alignment, and buy-in from everyone involved.
Empower action: Provide individuals with the necessary tools, resources, and authority to take action and contribute to the change effort. Encourage experimentation and risk-taking.
Generate short-term wins: Celebrate and recognise early successes to build momentum and maintain enthusiasm. Break the change process into manageable milestones and achieve visible results.
Consolidate gains and produce more change: Reinforce and build on the initial successes by identifying and addressing barriers, adjusting strategies, and continuing to drive change forward.
Anchor the changes in culture: Ensure that the changes become embedded in the organisation's culture and are sustained over the long term. Align values, norms, and behaviours with the new way of operating.
Embrace continuous learning: Foster a culture of learning and adaptation. Encourage individuals and teams to seek feedback, learn from mistakes, and continuously improve.
Either way, whenever potentially large change is possible, the worst approach is to ignore and hope things will all go back to how they were before. “Plans are hopeless, planning is invaluable” is one of my favourite idioms.
Start communicating with your team that you’re aware of the potential of artificial intelligence and need a plan. Now’s the time to get your leadership team involved and be prepared to get into action. AI will impact your business in some way, sooner rather than later; is it via stealth or a plan?
Want to learn more about how to plan for and implement AI technologies in your business, safely, and effectively?
Join us at our next Power Panel - Are You AI Ready? Future-Proof Your Sales & Marketing.
Wednesday 21 June 2023 4:00pm – 6:00pm
Covert Theatre, 51 Mackelvie Street, Ponsonby, Auckland