ORLANDO, Fla. — Each organization has a unique workforce, culture and set of goals, all of which should shape generative AI implementation.
From workforce assessments to curated upskilling opportunities, technology leaders are adapting strategies to focus on training, building awareness and improving engagement as adoption ramps up.
Workforce buy-in is key to reaching AI goals, according to senior technology leaders speaking during Gartner's IT Symposium this week. Enterprises are targeting training opportunities across the entire workforce, from IT teams and business employees to top executives.
“This is a multifront battle,” Todd James, chief data and technology officer at Kroger-owned subsidiary 84.51°, leading enterprise data and AI at the grocer, said during Gartner’s IT Symposium/Xpo Wednesday. “You can’t move an organization without bringing the people.”
Nearly all IT workers and executives believe AI initiatives fall flat when teams don’t know how to work with the tools, according to a Pluralsight report.
While the objectives of enterprise strategies are similar, the exact path and execution vary.
Like many technology-focused organizations, Verizon’s AI journey has been years in the making. Still, the technology's adoption called for honing employee engagement and boosting AI literacy.
“We didn’t go to the technology teams and say, ‘We’re going to coach you on AI,’” Verizon Business Group SVP and CIO Wael Faheem said during the conference Monday. “It started with the executives… so that when they’re talking to the teams they would understand what’s going on.”
After going through a crash course, executives tailored curriculums according to business unit and employee seniority. The technical track included guidance on evaluating, piloting and implementing systems.
While Kroger curated its own training for employees, too, leaders focused heavily on gaining buy-in via in-person opportunities. The company hosted offsite events at universities for executives to build data acumen. Each business leader participated in workshops diving into the areas where AI could help them and their teams.
At Kroger’s recent KonnectEd onsite conference, around 4,000 of the grocer’s technology workers spent three days focusing on how AI can impact the business. The company has also offered one-on-one and small-group multimodal instruction.
James recommended business leaders coordinate opportunities for end users to work directly with technologists and those with higher-level AI skills when first introducing a change. Connecting directly can uncover gaps or misconceptions that were previously overlooked.
“It’s that guerrilla, organic, game-on-the-ground of educating people as well as taking their input that makes all the difference in the success of raising their awareness in a way that matters,” James told CIO Dive.
Embracing AI
Biopharmaceutical company AstraZeneca took a carrot-and-stick approach to secure employee commitment to the company’s AI goals, according to Anna Berg Åsberg, VP R&D IT at the global company.
“We’re very clear across the company, from the top, that AI will not replace scientists, but scientists who use AI will probably, in the future, replace anyone who doesn't,” Åsberg said during the Gartner conference Tuesday. “We’re very clear it's expected you lean in, it’s expected you learn. It’s not optional.”
AstraZeneca has held learning and development events for employees, covering topics that focus more on theory while others dive into technical aspects through seminars and hands-on experience.
“When we have the tools, you should be using them, otherwise you start to outdate yourself,” Åsberg said.
Scientists use generative AI solutions to identify targets, brainstorm clinical trial designs and improve regulatory filings. Last year, AstraZeneca announced a partnership with generative AI antibody discovery startup Absci to accelerate data insights, a deal worth up to $247 million.
The biopharma company underlines the ethical use of the technology and has shared responsible AI principles and practices publicly and internally.
The company took a multifaceted change management approach, partnering closely with its HR department. Leaders built an online accreditation system for completing courses. Employees can post to social media and share internally once they’ve gained a bronze, silver or gold designation.
“This actually put a little bit of peer pressure on everyone to start taking [the courses],” Åsberg said.
