First, start with the organization’s fundamental strengths. If it has grown up and prospered in the pre-AI times, it has channels to find out how its suppliers, customers, regulators, etc. are thinking. Use those channels. Build on the knowledge gained. It may be the most valuable resource you have in this time of fundamental change.

Second, minimize the organization’s fundamental weaknesses from now outdated assumptions. If it has grown up and prospered in the pre-AI times, it has a lot of outdated assumptions about its suppliers, customers, regulators, etc. Surface these assumptions and minimize their impact.

Implementation

These two principles sound good. But how do you follow them in practice? The answers all involve training, discussions, and leadership.

The more everybody in the organization knows about AI, the better. Training for people at all levels in the organization is important. It shouldn’t be conducted as a one-time-and-it's-fixed approach. Rather, it has to be a part of the regular work week. A little bit at a time. And consistent. Different roles will require emphasis on different aspects. But all should seek at least a very basic understanding of: the technology; how it is applied; its likely effects.

Bringing people from different parts of the business together to discuss how AI will change the value proposition can start and continue in parallel with the training. Discussions where people are encouraged to question all assumptions. Especially pre-AI assumptions. But also, post-AI assumptions. Everything has to be fair game.

This is where leadership comes in. It is not enough for the executive team to propose these steps. They have to lead by example. They have to participate in training. Training as part of their work week. Training geared to their needs. The fact that they are participating in training must be known widely in the organization.

It is also important that they make it clear that the discussions about assumptions and value propositions are extremely important. That the discussions have their full support. That steps are taken to ensure that there are no negative repercussions for anyone who challenges assumptions.

As assumptions and value propositions become clear, it will become possible to begin to fold the new perspectives into planning and execution.

No Simple Answers

Because the change is so big and happening so quickly, there are no simple answers. In fact, you should be wary of anyone who comes to you with a simple set of steps that will fix everything. This means that it is a journey to find the value an organization generates as AI technology evolves and society seeks to adapt to it.

The steps described above are a framework for thinking about what to do. What seems right today may not make sense in a month or two. So, flexibility and openness are key. Stakeholders are pushing for quick answers, and there is a need for speed. However, at the same time, there is a need for patience. People and organizations have great difficulty changing, especially changing overnight.

If you are a leader of an organization and this is scary to you, remember it is also scary to all those you lead. Promising them something you can’t deliver will not work. Finding a way to work through your own fear while recognizing theirs may not reduce their fear. But it may give them enough trust in you to help you through the transition. Never forget that in the end, this is all about people and their everyday lives.

The Right Question

Leaders will face a strong push to implement AI automation. Although important, it may be more important to get the right answers to the value proposition of the post-AI organization. In this vein, it is likely that the right questions will be both more important and more valuable. Keep your eyes on the objective: a vibrant, successful organization post-GenAI.