Being AI Ready

AI Literacy Starts By Being People First vs. AI First

If you follow business and technology news, you’ve probably detected a new theme emerging when it comes to all things AI—and that is, the AI hype cycle has peaked. Gartner —the source of the famed Hype Cycle framework, has put Generative AI at the peak of the hype cycle as of August 2023:

This is good news for those working in the field; it means we can move past the buzz and get to the gritty work of quietly advancing how our organizations function now that we live, work, and play in a post-AI hype cycle world. The business of AI becoming part of business operations is just getting started, as evidenced by the 235 million dollar round raised by the open-source AI platform Hugging Face . Still, this will be a process—it may be faster than other digital transformations we’ve worked through, such as e-commerce, mobile Web, Social Web, and all the new business models and companies that have emerged as prominent players. However, it will take years of adaptation, change management, and evolution at the organizational level.

The Marketing AI Institute recently shared the results of a survey of marketers working in the field, and a clear theme emerged: organizations are entirely unprepared. I had a chance to connect with founder and CEO Paul Roetzer , who says:

AI will transform all aspects of knowledge work in the coming years. Every profession and industry will be impacted, and, yet, the vast majority of organizations are completely unprepared. We surveyed more than 900 marketers for our 2023 State of Marketing AI report, and 78% said that their employers have no formal internal AI-focused education and training. When asked about the top barriers to adopting AI in their organizations, “a lack of education and training” was the number one response (64%) for the third straight year. We have to do more to prepare our leaders and teams for the challenges and opportunities ahead. The companies that accelerate AI awareness, understanding and adoption will have a distinct advantage moving forward.

Paul’s points and survey findings are salient—and marketers who work in the white-collar world are primarily unprepared for AI transformation because they have no real-world experience regarding organizational impact.

To get our heads wrapped around AI transformation, we’ll try to use some more familiar models from the past—some will be applicable, and others will not. For example, during the social Web—companies needed new forms of governance policy updates, and eventually, it transformed things such as marketing budget allocation and content creation. During the mobile Web, the mantra of “mobile first” became a rallying cry for designers and developers rushing to catch up with the massive techno-graphic shifts created by what we used to call “smartphones.”Some have taken that rallying cry of "mobile first” and co-opted it into “AI first,” but this isn’t the same. Mobile First responded to how end users were changing their digital behavior. When it comes to AI, it’s not about putting the technology first but instead being ready for the changes in behavior that we’re seeing as a result of AI getting into the hands of nearly everyone. This is readiness at the organizational level, and anyone who has ever managed organizational change knows that it always happens across three dimensions:

People

Process

Technology

The AI-Ready Stack For Organizations

Back in June, my friend Jeremiah Owyang outlined an "AI Tech Stack” at a high level, providing a great starting point to think about the structural layers organizations need to advance their AI initiatives. But there’s a companion to this kind of thinking, which I’m referring to as The AI-ready stack for organizations. It takes the basic principles of people, process, and technology and provides a starting point for organizations to be ready for the real work after the hype cycle peaks. Below is a breakdown of this “AI-Ready Stack,” which organizations can use as a blueprint:

Ethics:

In the age of AI, ethics serves as the North Star guiding organizations through uncharted territories. As we witness the transformative power of artificial intelligence in reshaping industries, a solid ethical foundation becomes paramount. Organizations must meticulously evaluate the ethical implications of AI applications, ensuring they align with societal values and human well-being. Every decision must echo a commitment to responsible AI usage, from data privacy to algorithmic transparency. Embracing ethics isn't just a moral imperative—it's a strategic move that fosters trust, credibility, and sustainable growth in a world increasingly intertwined with intelligent machines.

Leadership:

Leadership in the AI era isn't just about directing from the top—it's about catalyzing a cultural shift. Influential leaders understand that AI isn't just another tool; it's a mindset. They champion AI literacy across all levels of the organization, demonstrating a genuine curiosity about its potential. By fostering a learning environment where experimentation and innovation are encouraged, these leaders inspire their teams to harness AI as a collaborative force rather than a disruptive one. The AI-ready leader grasps the balance between embracing the technology's possibilities and grounding it in the organization's core mission, thus steering their business confidently into the future.

Education:

Education forms the bedrock of AI readiness, shaping an informed workforce that thrives in the era of intelligent machines. As AI penetrates various business functions, organizations must provide ongoing learning opportunities to equip employees with the skills to adapt and innovate. Reskilling initiatives that bridge the gap between existing competencies and emerging AI requirements are essential. From data literacy to algorithmic thinking, a comprehensive educational strategy empowers employees to engage meaningfully with AI technologies, cultivating a workforce capable of capitalizing on AI's potential while maintaining a human touch. Lori Mazor author of the Humans of AI newsletter, proposes AI education as an effective tool to combat workplace burnout, especially amongst millennials and GenXers:

By providing AI training through their employers, we can offer them the tools they need to work smarter, not harder, and to find a more sustainable way of managing their responsibilities. This could be the key to not only retaining our most valuable employees but also unlocking their full potential, leading to increased productivity and satisfaction for both individuals and companies.

Governance:

In the dynamic landscape of AI, effective governance steers the ship, ensuring a harmonious integration of technology and strategy. Clear policies, guidelines, and frameworks lay the groundwork for responsible AI implementation. Governance also involves cross-functional collaboration, bringing together legal, technical, and ethical expertise to navigate complexities. A well-defined AI governance structure mitigates risks and fosters agility, enabling organizations to adapt swiftly to changing AI landscapes while upholding compliance, security, and ethical standards.

Technology:

At the heart of AI readiness lies a robust technological infrastructure that serves as the canvas for innovation. From data collection and storage to AI model deployment, the technical backbone must be flexible, scalable, and secure. Embracing AI technologies demands a strategic approach, selecting tools that align with business goals. Integrating AI seamlessly into existing workflows drives efficiency and effectiveness. An AI-ready organization continually evaluates emerging technologies, seeking opportunities to leverage them for competitive advantage and enhanced customer experiences.

Employee Engagement:

In a world where AI is reshaping our work, employee engagement emerges as a linchpin for successful AI adoption. When employees feel valued and empowered, they become active participants in the AI journey. Transparent communication about AI's role and potential impact dispels fears and misconceptions, fostering a culture of collaboration. Organizations prioritizing employee well-being and offering avenues for input and feedback create an environment where AI becomes an ally rather than a disruptor. By involving employees as co-creators of the AI-powered future, organizations unlock untapped potential and ensure a smooth transition into the next era of business. Like any change management, change will take time, but change does eventually come.

And with all notable change, we’ll be challenged to put people at the center, even if the change is technology-dependent. So, being people first vs. AI first means that organizations must ready themselves for the shifts structurally and culturally.