What’s Getting in the Way of AI Adoption? Time for an Organizational Re-wire.

For all the attention given to AI it looks like the majority of people are not embracing the use of AI in their day to day work.

Gallup in the article AI in the Workplace: Answering 3 Big Questions (gallup.com) notes that

⚡Ninety-three percent of Fortune 500 CHROs say their organization is using AI technology and tools to improve business practices.

At the same time, employee use of AI at work remains limited.

⚡The majority of U.S. employees say they never use AI at work.

⚡The workforce frequency of AI use remained unchanged from 2023 to 2024.

What is it about organization’s and all that comprises it, that acts as roadblocks to people being able to fully benefit from AI.

In a world where fairness and equity of development in the workplace matters more than ever, are we seeing the opposite now happening.

Especially when it comes to the exposure and adoption of AI.

While Gallup’s article is extensive, I’m interested in focusing on the organizational factors that can impact on this, especially with a L & D filter over the top.

And a continuous learning mindset front and centre.

It’s difficult to create the environment and conditions of adoption when the existing approach to L & D is fragmented at best.

So where can we start to move the dial?

Identify the real purpose and benefit early

I'm talking about technology and how you engage with it specifically from a continuous learning perspective. Can you clearly define the purpose and benefit if adopting AI across roles, teams and functions? 

When we consider adopting technology, including AI, we need to ask how it will allow you, your teams and the broader organization to deliver on key elements like

Knowing the purpose and communicating the benefits up front will allow you to:

1.      Make smarter, informed decisions.

 2.     Gain people’s buy in and ownership early.

 A key but often overlooked component of planning.

Plus make sure there is clarity and agreeance in terms of what high value work is when it comes to adopting technology as part of day to day delivery.

Understand how People’s Role Will Need to Change

When we adopt a continuous learning mindset we look at workplaces as connected ecosystems.

It’s a holistic approach where we understand that all parts will influence the other and ultimately the outcomes and impacts achieved.

When asking people to do different in their day to day, i.e. adopt AI, this needs to be reflected in their role.

Something needs to be removed to make space for this.

Engaging in these questions identifies if roles

- are still relevant to the bigger picture objectives of the organization from a technological perspective

- making full use of each person’s knowledge/skill set plus their future potential

-connecting with other roles/teams/functions in a style and manner that delivers project outcomes and impacts

You’ll also be able to locate blind spots in terms of real and potential skill gaps, threats and risk in advance so you can solve small concerns before these become big issues.

Both at an individual and organization level.

Before asking these questions make sure as Leader or Manager you  clearly communicate the following to each person

1. Your motive and intent – what are you wanting to achieve.
2. How you plan on using insights, advice and ideas shared – the purpose.
3. The benefit to the person now and long term by engaging in different types of discussions – not the expected, generic type.

Designing Roles to Remove AI Adoption Roadblocks

What to ask.

Question 1

What is having the greatest impact in how your role is being delivered/ why?

Question 2

If you could change anything about the role in terms of scope what would it be?

Question 3

What would you do different in how the role is delivered?

Question 4

How would you describe the way your role connects to helping achieve the overall mission and objectives of the organization?

Question 5

What is most helpful in terms of how we measure the value of your role in terms of outcomes and impact?

Question 6

Do we need to measure role outcomes and impact differently? If so in specifically what ways?

Question 7

Is there anything in your role that you consider “fake work” – meaning it adds no real value but is a time filler?

What would be able to do differently to change this so you have time for high value work?

Key Leadership and Management Considerations – Personalizing AI and making it a positive experience  

Unfortunately, in the race for “quick wins” we fail to do the necessary deep, different thinking early on in our projects.

And spend the weeks, months and potentially even years trying to undo the outcomes and impacts of poorly informed decisions.

It’s hard to walk back from this.

So to avoid the pain I’ve shared the key considerations purpose led brands and I walk through when implementing major changes to role delivery, case in point the adoption of AI.

Note these are considered in detail before the organization even speaks about AI to its workforce.

1.       

How will you create a fair and equitable experience for all employees – regardless of role, team, function or location.

2.      

What’s the process for assessing capability gaps amongst your workforce including remote teams.

3.      

What’s the level of investment needed to fulfil these capability gaps and plan of action.

4.     

Identifying and understanding the differences in generations and workplace experiences/ history that need to be considered in your L & D approach.

5.      

Preferences in how teams like and need to learn including individual learning styles and requirements.

 6.      

Moral considerations to ensure no person is left behind in using technology.

How will opportunities be provided fairly and equitably across roles and what needs to look differently culturally?

 7.      

How does the adoption of technology and AI support + reinforce the overarching mission of the organization.

 What We Know to Be True – So Far

1 / AI and the ability to embrace it for the greater good will be key

Be discerning about how you will use AI to deliver high value outcomes and impact both to your clients and your people.

Never forget the impact of your decisions on how people will show up in your organization day to day.

 2 / Balancing efficiency through AI while maintaining quality, human relationships is essential

Ensure AI is integrated into your people’s end to end workplace experiences – it’s to enhance the human connection.

Stop and think about what it will replace and the outcomes and impact of this on the people and broader organization.

 3/ Define the Employee Emotional Value proposition

This is critical to the success of AI adoption and relates to factors like

• how you want your people to think, feel and act
• the style and manner in how they deliver their role
• how they interact and connect with colleagues including Leadership and Management
• the language and words they use in the workplace
• the stories they tell colleagues, family, friends and networks about the organization and their day-to-day experience

Be clear on what your employee emotional proposition is and how you are going to deliver this across the end-to-end AI experience.

Make space and time to ask as a team….

What role does AI and broader technology play in delivering this proposition?

   4/ There needs to be focus on the longer term, bigger picture purpose when models of leadership and business delivery are defined

The role of Leader and Manger will change in time to respond to the needs of the workforce where it will be one of educator, mentor and coach.

Leaders and Managers will become the facilitators and supporters of new initiatives and ideas generated from diverse but connected teams.

AI will make this knowledge and skill set a non-negotiable, not a “nice to have” within these roles of influence.

Final Thoughts

There is no doubt more to discuss but starting here allows us to create a holistic approach, one where the environment considers a variety of factors.

Beyond just the focus on AI itself. This is merely the starting point.

It’s what wraps around this that ultimately determines the level of successful adoption across diverse roles, functions and teams.

And not just in the industries and organizations where you expect to see it.

That is the real challenge but also ultimate opportunity.

Fairness and equity regardless of role, industry or team.

*Article written by Ali Uren Kiikstart Founder and Designer of The Circular Workplace ♻️

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