I was asked this question the other day "What would be one piece of advice for leaders embarking on the AI journey?" After a few seconds of contemplating, here's my answer "Never underestimate the effort required to undergo a paradigm shift." I vividly remember 10 years ago when we were launching Uber in Taiwan; it felt like the world was against us. The taxi drivers despised the idea. The government didn’t understand the concept. The users rejected the pricing. The worst part was that even my parents were skeptical, insisting it was an illegal company. Despite the intuitive and frictionless nature of the product, it took a decade for people to fully embrace the concept. Today, Uber is ubiquitous, solving problems for riders and providing livelihoods for delivery and driver partners. Reflecting on our journey of integrating GenAI solutions into our operations, I find striking parallels. While it might not have seemed as contradicting at first, the sentiment feels familiar. The technology is impressive, boosting productivity, reducing costs, and enhancing performance. Yet, alongside the excitement, there’s a general anxiety to embrace the technology: “Will AI take over my job?” “Why is this LLM so difficult to control?” “With all these gaps, is it even possible to fix everything?” Leaders must recognize that making these types of pivots is challenging. Explaining the value of the product is tough. Most importantly, envisioning a future without tangible outcomes is the hardest part. If people can’t see the benefits, they quickly lose faith and retreat to their comfort zones. I wish I had learned earlier how crucial it is to bring people along on the journey and never underestimate the difficulties of reshaping behavior.