If your teams aren’t ready for AI, then your tools won’t matter

Many companies are trying to implement AI transformation — but most stall because the focus is on technology, not of people. Successful transformation requires rethinking roles, processes and mindsets across the organization.

Why AI transformation is more complex than it looks

AI transformation goes beyond technology. Although AI is already part of daily life for people and companies, it is a big step from using AI to transforming your team, department or company. It requires thinking big and reimagining how you conduct business.

You must look across teams and functions to rewrite processes, boundaries and roles. For example:

• Do you know the steps between your product and creative teams through to execution, including the handoffs in between? Rapidly producing assets is meaningless unless Operations teams can activate them effectively. 
• Can your current analytics tools measure the new creative variations for each activation channel? If not, implementing that creative iteration tool is not transforming anything.

AI transformation requires asking people what parts of their responsibilities — and for some, what parts of their identity — can be replaced with machine learning.

After leading large-scale digital transformations and as a career coach, I’ve learned that the hardest challenge with transformation isn’t the technology — it’s the people.

An organization-wide change requires mindset shifts, time and realignment at every level. Some people will see this as a threat to their job, identity or career path, making everything much more difficult. To make it easier, you need your most skilled team members to help lead the way. Here’s how to bring them along for the ride.

Dig deeper: AI transformation: How to prepare your marketing team

Explain the ‘why’ behind the need for change

Be honest about what you need to achieve. Given the economic climate, you must be transparent whether you’re a team leader aiming to drive efficiencies or your company wants to reduce operating expenses.

Most employees expect AI to be part of the future and know it has the potential to change what they do and how it gets done. Being upfront builds trust. All your employees will appreciate the clarity, and the driven ones will likely offer help.

It will also show you who has genuine interest in the program and who doesn’t. Volunteers often come with ideas you haven’t considered and early concerns about planned changes. Even if you move forward despite those concerns, that insight will be valuable later.

Finally, when explaining the “why” behind the need for change, include the risks of not changing. If teams believe the current state is the safest or best option, they will need to understand your compelling alternative before embracing it.

Communicate early often and more than you think necessary

Employee engagement is a leading cause of transformation failure, so you must share more than just the “why.” Communicate detailed change plans broadly, even if they don’t yet affect everyone. Include:

• Uncertainties.
• Decisions still to be made.
• Challenges. Setbacks. 

Transparency builds trust. Use multiple communication channels, as people get information in different ways: FAQs, meetings, internal sites, videos, lunch and learns, office hours and more. 

More is better than not enough. Repeat key messages regularly. People will need to hear essential points multiple times before they sink in.

Whenever possible, explain the benefits of the change for specific groups. Your employees are more likely to embrace change when they understand its benefits.

Dig deeper: 4 ways to achieve early wins with AI in marketing

Encourage participation and feedback

Lasting change comes from employee involvement and buy-in. As mentioned earlier, participation surfaces potential issues. More importantly, it increases engagement and reduces resistance.

When people feel included and heard, they’re more likely to commit to the project’s success. Consider small workshops, feedback on demos or asking teams to recommend areas where AI could help.

Because complete transformations take time, identify quick wins that showcase success and team involvement. Have pilot teams share their experiences:

• The benefits.
• The challenges.
• What’s next.

These build momentum. Celebrate wins, highlight contributions and recognize leadership. Employees who see their peers praised for engaging are more likely to get involved.

Address concerns and fears empathetically

Even with the best transformation plan, change is hard for most people. Don’t ignore, minimize or dismiss employees’ fears. Address rumors early and clarify any misunderstandings before they spread. If you don’t plan to reduce jobs, say so. If you need to in the future, be upfront about that as well.

Be transparent, empathetic and offer support. The more support you provide, the more confident your team will feel during the transition.

Dig deeper: How to build AI strategies that prioritize people