The article argues that Chief Information Officers (CIOs) and technology leaders should actively lead AI experimentation rather than solely focusing on governance. The author highlights that the rapid advancement of AI brings both immense opportunity and pressure, and the biggest risk isn't making mistakes, but rather waiting for a 'perfect' AI strategy while the world moves forward.
Real AI impact, the piece suggests, doesn't begin with flawless grand designs but with accessibility, trust, and hands-on learning. Drawing from personal experiences, the author illustrates how new technologies are often met with initial skepticism, but hesitation can lead to missed learning opportunities and stifled innovation. The role of IT leadership is shifting from being mere gatekeepers to becoming innovation enablers, much like the democratisation of technology through SaaS. AI represents an even more significant shift, and leaders must demystify it and make it accessible.
Workday' s approach to AI adoption is presented as a deliberate and iterative process, starting with building awareness and excitement by integrating readily available AI features into existing tools. This made AI intuitive and helpful, allowing employees to immediately find ways to incorporate it into their daily work. To foster trust and effective tool usage, an 'AI Champions' initiative was implemented, where selected individuals became internal advocates, sharing practical use cases. This peer-to-peer approach helped build trust and demonstrated AI as a shared opportunity. As the organisation moved to more complex, functional AI applications, the importance of collaboration and learning from missteps became evident.
The article also stresses the need to redefine how AI investments are evaluated. Traditional ROI metrics are deemed insufficient for AI's dynamic nature. Instead, a more open mindset is required, valuing learning, speed, and the uncovering of new possibilities, even if immediate financial returns aren't apparent. Mistakes, especially small-scale ones, are considered essential for rapid learning. The core message is a call to action for CIOs to foster a culture of learning and experimentation, enabling employees at all levels to engage with AI tools. This empowers them to become proficient, viewing AI as a true copilot that makes their work faster, better, and more meaningful.
Fuente Original: https://venturebeat.com/technology/why-cios-must-lead-ai-experimentation-not-just-govern-it
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