Using AI to unlock change
Working across dozens of digital transformation programmes with clients, we've observed two trends emerging in recent months.
The first is that almost all digital or technology transformation programmes are labelled as AI transformation. Many are not, fundamentally, simply about the deployment of artificial intelligence into core processes or products.
In fact, these programmes are more about swapping out core legacy systems, integrating disparate platforms and processes, or mining data more effectively.
The initiative may centre around automation, or greater efficiency. But the budgets unlock, and the programme nudges up the organisational agenda whenever AI is mentioned, so if the means serve the ends, so be it.
Reversing in
The second, and I believe more important trend, is that of organisations "reversing" into their tech transformation programme.
By this, I mean that they tackle the programme back-to-front. First, they focus on the technology, the kit, the system. There’s heavy investment in finding, defining and designing a solution, procuring it, and embarking on implementation. These are big, complex purchases.
Secondly, and often only once the first step is well underway, comes the consideration of data. How are we going to furnish this great new technological palace we have built?
I have seen, first-hand, programmes where "building work"grinds to a halt after the realisation that one of the key raw materials, the data, has not been lined up, ready to pour into the foundations.
And then lastly, and almost always lastly, come the people. The intimate and tricky work of moving people towards understanding, adoption and enhancement of this great new way of working needs expert human intervention.
By doing this last, organisations immediately make things very much harder for themselves. And the decision to slap a huge “AI” label on the project at the outset starts to bite, as that label can manifest as fear, scepticism and huge scary change by the time it hits the people level.
What does good look like in transformation planning?
So we have worked across lots of projects that operate tech-first. On the other side of the coin, clients that we see executing technology transformation well (including genuine AI implementation) are characterised by not reversing into the problem, system first.
Successful programme directors have recognised that ultimately, people will determine the speed and success of the programme, and spend at least some of their time upfront on aligning people and organisational structure toward the target state.
They invest in placing ownership and agency for the project into the hands of the people who will, when all is said and done, need to work within the new reality they are looking to create.
With this in place, they are far better placed to address the twin pillars of data and technology.
Again, those that win out tend to anticipate the data requirements well in advance of making large capital-intensive commitments to technology, reducing the chance that they are left with a very grand, very sophisticated, but ultimately underutilised solution.
Next steps
To talk to our team about finding the right people to head up successful digital transformation programmes, drop an email here: thom.cunningham-burley@freshminds.co.uk
