Last week, I attended TechEx in Amsterdam, an event dedicated to exploring various facets of digitalization—from AI and Big Data to Cyber Security and transformation in general. It offers a glimpse into what is currently happening in the fascinating and ever-changing world of modern technologies. During several panel discussions and keynote speeches, the McKinsey study was referenced more than once – 70% of transformation and digitalization projects fail. If you look around, you'll likely find that this frightening statistic holds true. I was especially thrilled to discuss these topics with like-minded experts, and here are my takeaways: Three Issues AI Will Not Help You with (and What to Do About It).
There is probably not going to be a larger change or greater technical disruption in the foreseeable future than the development of AI. This is why I didn’t think twice before purchasing my ticket to TechEx Expo Europe back in March. TechEx is a combination of exhibitions and a large number of conferences, as well as panel discussions, keynote speeches, and more. The event took place in Amsterdam last week.
This event serves as a reminder that there are a few fundamental issues these elaborate technical solutions will not help you with. More to the point—some of these solutions even aggravate existing problems. What are these issues, and how do they interplay with AI?
Patchwork Carpet vs. Flying Carpet
Behind every great project is an even greater vision. This vision provides a clear answer to why the project is initiated in the first place. Both must be supported by strong management buy-in and an understanding that an organization’s decision to embark on a massive transformation is driven by business – it’s a derivative of the business strategy. All types of nifty technical solutions will serve as means to an end. However, they won’t replace the decision-making that must come from senior management (and it’s no coincidence they’re called "decision makers").
With the increasing number of small automation solutions – such as the use of robotics, chatbots, etc. – the risk of distraction becomes very real, and decision-making is often the first to suffer. This is partially due to information overload, too many options, constant input, and the hope that there might be an even better solution waiting just around the corner. The result? A scattered, indecisive, and self-contradictory strategy that resembles a patchwork carpet instead of the flying carpet everyone was hoping for.
Under the Wagon Wheels vs. on the Wagon
The first problem leads directly to the second: without strong management buy-in, you can’t expect employee buy-in. If this was it, this would be too good to be true. Indeed, a management buy-in is a necessary, but not a sufficient condition. As digital transformation can take on numerous forms, shapes, and directions, it becomes crucial to convincingly communicate why the chosen path is the right one.
The old maxim of shifting employees from being affected parties to becoming active participants is more relevant than ever. You must ensure that employees stay engaged, involved, and connected. They need to feel like they are on the change wagon and helping to move it forward – rather than under it, hoping it stops even at this price.
Procrastination on Steroids vs. Implementation
The introduction of AI tools may bring your productivity to the next level. But let’s be honest: so far, AI seems to have taken procrastination to the next level. As you probably know, procrastination isn’t just social media, snacking or even compulsive laundry or hand-washing. It can manifest in more subtle ways that resemble actual work. The portfolio of procrastination 2.0 is vast – it can be brainstorming or philosophical conversations, including literally endless discussions one can have with ChatGPT (trust me, I’ve been there).
In the end, we politely agreed to disagree on a couple of points regarding William James’s role in the development of modern psychology as a science – before the discussion escalated. It can also be eternal paralysis by analysis.
Conclusion
All this makes one thing clear: the need for carefully orchestrated and sensibly implemented change is key to the success of a digital transformation project. It is imperative to have a strong change manager to guide your organization through the transition.
Are you planning a massive transformation or feeling stuck, unsure which pressing issues to address first? I’m all ears – with some grey matter in between! Reach out, and let’s discuss how I can help you create a clear, actionable vision, prioritize and orchestrate changes, keep your employees on board, and – most crucilly for the success – move from planning to execution.