January 30, 2024 Leaders Who Lead Leaders

12 questions to ask when advancing AI in your organization.

By Jan Burian

Discussions with dozens of CEOs and senior managers regarding their approach to disruptive technologies such as AI — and specifically generative AI (GenAI) — led me to question whether leaders are asking themselves the right questions. Human nature is diverse, and each individual, including leaders of enterprises or medium-sized companies, possesses a unique approach.

Some leaders are excited about new horizons of productivity and success that seem possible thanks to innovative and disruptive technologies that are evolving in increasingly shorter cycles. Others take a more conservative stance, advocating the adoption of a measured strategy until the technologies prove their benefits in a broader context. This division tends to manifest itself in discussions about any developing technology, whether AI, cloud computing, or digital twins.

The debate about GenAI is illustrative. GenAI promises to address workforce shortages, democratize knowledge, enhance customer experience, and boost personal and company efficiency and productivity. However, challenges persist: Deployments are often clouded by issues including data security, hallucinations, human suspicion of the technology, and intellectual property concerns.

Are leaders asking the right questions as they guide their organizations through the dynamic — and potentially dangerous — landscape of disruptive technologies? To address this, I have compiled a dozen key question areas that leaders should investigate.

1. Recognizing Disruptive Technology: How can I determine whether it’s just buzz or a truly disruptive technology that our company can benefit from? Leaders must develop a keen ability to distinguish between industry hype and genuinely disruptive technologies that could benefit the company. This requires staying informed about emerging trends, engaging with industry experts, and fostering a culture that encourages innovative thinking.
2. Building a Self-Learning Organization: Do we have a self-learning organization whose organizational structure and processes enable us to identify, test, pilot, and objectively assess technology trends? Leaders must assess organizational structures and processes to ensure they foster a self-learning environment. This involves creating channels for identifying, testing, piloting, and objectively assessing technology trends within the company and promoting a culture of continuous learning and adaptation.
3. Balancing Short-Term and Long-Term Focus: How can we benefit from this new technology? Will a short-term focus jeopardize our competitive advantage? Addressing immediate needs is crucial, but leaders should also consider the long-term impact of adopting new technology. Embracing sustainable and forward-thinking strategies can help organizations avoid a myopic focus on short-term gains and instead build competitive advantage.
4. Data Protection and Cybersecurity: Personal productivity tools are great — but what about data protection and cybersecurity? As organizations integrate personal productivity tools powered by AI, leaders must prioritize data protection and cybersecurity. Implementing robust measures to safeguard sensitive information is essential to reduce potential risks and ensure stakeholder trust.
5. Technology Ecosystem: Are we part of a robust and flexible ecosystem of technology vendors, advisors, and service providers who can help us understand emerging technologies and steer around potential pitfalls? Access to a versatile ecosystem of technology vendors, advisors, and service providers helps organizations navigate the complexities of emerging technologies. A collaborative approach enhances the organization’s capacity to understand, adopt, and integrate new technologies.
6. Absorbing Innovation: Does the organization have the ability to absorb another innovation? Will we need to create new dedicated positions, teams, or even departments? Assessing the organization’s capacity to absorb new innovations is critical. Leaders must determine if existing structures can accommodate technological changes or if dedicated positions, teams, or departments need to be created to facilitate a smooth integration.
7. Avoiding Pilot Purgatory: In earlier technology deployment projects, we wound up parked in “pilot purgatory.” Have we learned from these experiences? Another stop in “pilot purgatory” is possible if organizations haven’t learned from their previous technology deployment challenges. Establishing clear guidelines for transitioning from pilot phases to full-scale implementation is vital to realize the full potential of AI.
8. Constant Change: Do our leaders need training to help them understand new paradigms and guide the organization in a world of constant change? Leaders may need new training to navigate the relentless change associated with emerging technologies. Such training would involve understanding new paradigms, learning how to foster adaptability, and creating a learning culture that supports leaders during times of uncertainty and rapid technological shifts.
9. Balancing Human-Machine Collaboration: Who is taking the lead: machines or humans? Leaders must assess the roles of machines and humans within the organization. Striking a balance between automation and human involvement ensures harmonious collaboration that leverages the strengths of both, leading to increased efficiency and innovation.
10. Regulatory Aspects: Are regulatory aspects in our focus from the first discussions of the technology? Leaders should prioritize regulatory considerations from the outset. Proactively addressing regulatory compliance ensures a smoother integration process and mitigates potential legal and ethical challenges.
11. Contingency Planning: If we change or terminate technology at the company level, do we have a contingency plan? Leaders must have a well thought-out contingency plan in place when changing or terminating technology at the company level. This ensures minimal disruption and facilitates a smooth transition in case unforeseen challenges arise during the implementation or adoption process.
12. Talent Management: Do we have the talent to cultivate talent in the coming decades? Leaders need to focus on developing and retaining talent capable of driving technological advancement. This involves identifying, nurturing, and empowering individuals who possess the skills and mindset to lead the organization through the evolving landscape of AI and emerging technologies.

Each organization will have different answers to these questions. But the principle is sound: Start asking the right questions!

Jan Burian is an Associate Vice President, Head of IDC Manufacturing Insights EMEA.

Jan is a global analyst, speaker, and author who specializes in leadership in manufacturing organizations, digital transformation, circular economy strategies, and the latest tech developments, including AI and generative AI technology.

His employment history includes EY, Deloitte, and various manufacturing organizations.

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