There is a general view that the adoption of AI is simply another plug-and-play technology when in reality the implementation of this technology requires a restructuring of the organisation to ensure that any such adoption is successful.
Harvard University conducted a five-year study to understand how the implementation of AI is best managed. This study, in a sense, was counter-intuitive to the extent that AI was most effective when it bought out the best in people, in other words, machines and humans are integrated to complement each other. This is a result of machines being able to perform repetitive and automated tasks more precisely and much faster than humans whereas skills such as creativity, intuition, care, adaptability, and innovation are uniquely human. These human skills are not ones that can be delegated to a robot or algorithm.
The Harvard Business review determined that there were four layers to be undertaken for an organisation to achieve what they refer to as. “A human-centric organisation with superhuman intelligence”. These four layers are intentionality, integration, implementation, and indication (referred to as the four I model). These must be stacked together or the use of AI will not fully achieve the desired outcome. This is how this system should work:-
In summary, it is important to understand that AI is not just a technological improvement but rather is used as a system to unlock the full potential of an organisations human potential. Effective and coordinated leadership is therefore crucial in both the adoption and implementation of AI.