Unlocking organisational value

AI is now part of everyday organisational life. Everyone is using AI; however, are humans and AI being led well enough together to create measurable business value?

Efficiency, innovation, productivity, and making better faster decisions are some of the promises of AI, yet with fewer than one in three businesses reporting tangible business value from AI at scale, and under 5% reporting meaningful bottom-line return, (mckinsey reference), many organisations are facing a gap between AI investment and business value.

The Human-AI Leadership Model™ of Organisational Value Creation

Human capability and culture are the critical factor that release the promised value creation of AI, yet organisations often do not have an integrated Human-AI people strategy.  Technology development is moving faster than most organisations can operationalise, which means AI strategy is happening in parallel or disconnected from people and operations, product and sales.

Yet it’s by addressing the people factors that we liberate AI’s value creation. AI’s success is created or constrained by the interaction of leadership capability, teaming practice, operational design and measurement. When these factors work together, AI moves from isolated experimental use to a repeatable source of growth, efficiency and competitive advantage.

We identify four factors that underpin the Human-AI Leadership Model™ of organisational value creation.

1.     The changing Human-AI leader skill set.

2.     Integrating AI as a teammate to make better faster decisions.

3.     Creating the Human-AI operating system to liberate hot spots of value creation.

4.     Measuring leading indicators of Human-AI value that identify and track how value is created.

The organisations pulling ahead are using AI to strengthen what makes them distinctive. They treat AI as a teammate, build foresight by openly learn from successes and failures, and are redesigning how leaders lead and teams work to create value in a Human-AI organisation.

Its only through Human-AI integrated capability that AI can fulfil its value promises to enable businesses to grow in revenue and profit, whilst staying lean in resource and infrastructure.

Whilst its vital organisations have the technical and infrastructure investment for AI, organisations also need:

·       leaders who can think with AI, not just operate it.

·       managers who can make team experimentation safe and useful.

·       cultures where people can challenge outputs, speak honestly about fears

·       metrics set by leaders who understand the real business value drivers and how AI can help deliver them.

If you miss any one of these factors, the other three fall down.  Conversely together they provide the platform for organisations (and the humans within them) to adapt and develop at pace with AI, increasing productivity, innovation and enterprise wide growth.