AI’s rapid advancements have showcased capabilities that seem almost human-like—sometimes even superhuman. For many, this triggers feelings of inadequacy along with the desire to give up. But surrendering is neither necessary nor productive. The reality of our relationship with AI is more nuanced than a simple battle of human versus machine. It requires thoughtful reflection and a reframing of how we approach our roles and strengths in an AI-driven world. This article contains a three-step framework that offers a possible way to embrace AI in the workplace: 1) start by discovering your strengths so you can use AI to augment them, not replace them; 2) treat AI as an ally; and 3) experiment with different tools. Adapting to the AI age is about embracing a growth mindset, staying curious, and continuously seeking to understand the evolving technology landscape. Organizations play a crucial role in cultivating this mindset. This involves not just providing access to training programs but also fostering a culture where curiosity and innovation are encouraged. Historically, productivity has been the dominant metric of success with the use of technology in the workplace. However, as machines excel at automating repetitive tasks, our value will increasingly be defined by qualities that AI cannot easily replicate, such as empathy, ethical judgment, creativity, and the ability to inspire and lead.
In 2019, the director of the newly minted Digital Services Lab at JOB Co. found himself on the brink of a crucial meeting with the company's chief executive officer. The focal point of their impending discussion rested on the stagnation of progress in the Mentor 2.0 project—an initiative conceived to embody an agile paradigm in digital transformation, championed by an inventive Scrum team. Despite the project's noble intentions, the journey towards agility had proven to be riddled with formidable challenges for the team. The director, acutely aware that the destiny of Mentor 2.0 was intricately intertwined with the prosperity of the Lab, the linchpin of JOB Co.'s digital metamorphosis, grappled with the necessity of explaining the situation accurately. The imminent meeting stood as a decisive moment for him to carefully consider the most effective strategy. He understood that the future path of the Mentor 2.0 project held significant implications for the Lab—a pivotal force guiding JOB Co.'s digital evolution.
In June 2018, the executive vice-president of Networks and Information Technology of KPN BV (KPN), Bouke Hoving, was evaluating the digital transformation of KPN, the leading telecommunications company in the Netherlands. Hoving had been an initiator of a turnaround that had started at KPN in 2014, after a financially and operationally hectic year. The entry into the market of over-the-top digital services, which used the Internet to bypass platforms the traditional telecommunications companies had once used to control access to customers, had forced KPN to act swiftly, fundamentally revisiting its strategy. By 2018, KPN was in much better shape. By working in agile ways, it had been able to respond more quickly to market and technological developments. Short-term survival seemed to have been secured. The question still to be addressed was how to accelerate KPN’s transformation with the aim of making KPN a winner in a world where digital dominated.
At the end of 2012, the chief information officer (CIO) at UCB, a global pharmaceutical company based in Brussels, started to implement analytics as a service. Between 2012 and 2016, he put this vision into practice, introducing agile sprints and proving the competence of analytics within the organization, and at the beginning of 2016, he felt the company was ready to upgrade its analytics capability. As he prepared to meet with UCB’s chief executive officer in March 2016, the CIO considered how to advise the board as the organization worked to make an impact with analytics and big data against the backdrop of digital turbulence in its strategic environment. How could UCB balance empowerment and bottom-up experimentation with enterprise focus and control? What was the best location for analytics roles and responsibilities within the organization?
In the digital space, what is the next big thing? Nobody knows. Nevertheless, today’s companies are under pressure to discover it. But chasing the digital holy grail can jeopardize management’s focus on what’s really important—digital transformation. One can read many books on how companies can accelerate digital transformation. But before you start planning, you should make one simple commitment: build digital into every project. Every opportunity to capture the creative power of digital technologies should adhere to the following four realities of competing in a digital world: 1) Customer experience is vital. 2) Customers are moving targets with short-lived attention and fragile brand loyalty. 3) Business ecosystems co-create value because no single organization possesses all the data, digital skills, and capabilities to win over today’s demanding and dynamic digital customers. 4) Digital platforms boost value co-creation and digital innovation strength is dependent on your ability to combine your digital assets with those of others. Use these four guidelines the next time you appraise an innovative idea or assess a project proposal.