When it comes to AI adoption, we all like to believe the best and the worst stories. “AI is going to save the world!” or “AI is going to turn humanity into mindless consumers!” capture our imagination and activate the more primal parts of our brains. Yet, when deciding on business strategy and quantifying the risks AI represents to an organization, these instincts and fears can quickly eliminate any rational decision. As we navigate the complex landscape of artificial intelligence, we must demystify our understanding of AI. Consequently, board members and executives must move beyond theoretical discussions and pave the way for more informed decision-making and strategic planning.
Seeing Builds Understanding
The best yet most time-consuming way for boards and executives to form an opinion is to have them try it. Seeing is believing when it comes to AI adoption in the boardroom. Experiencing AI’s potential firsthand lays the full potential and shortcomings bare for anyone to see.
Consider the impact of loading a white paper into an AI system and witnessing the creation of various assets, such as social media posts or media pitches, in real time. This exercise isn’t just about showcasing AI’s capabilities; it’s about sparking the imagination of board members and executives and helping them envision how AI could transform their workflows and decision-making processes.
However, let’s not stop at simple demonstrations. The real power comes from customizing these experiences to individual executives’ needs and backgrounds. Imagine creating an E-Mail addressing each leader directly. AI can reference their social media posts and public works to customize the marketing materials. AI can tailor the message to their understanding and expertise without human intervention.
Likewise, asking AI to draft a whitepaper can reveal its shortcomings. As AI works to transform knowledge, any new content will be closely related to existing documents. Thus, leaders experience firsthand the lack of creativity and human ingenuity of AI, especially as both are necessary in creating white papers.
Corporate leadership should be familiar with marketing and its outputs, which are directly related to their business. Thus, the technology suddenly becomes less abstract and more tangible. It’s no longer a nebulous concept but a tool with straightforward applications and potential. Boards can build on this understanding, develop appropriate strategies, and analyze risks and shortcomings.
Understanding AI By The Numbers
An alternative to having board members touch the AI is to quantify the results. “AI can help you save time in sales!” is much less likely to drive understanding than claims like “AI helped save us 78% of our lead research time.” One is a fuzzy announcement, while actual data forms the basis of the other. Not only do concrete numbers help quantify possibilities, but the lack of specific numbers also serves as a warning sign that a strategy is unproven or untested.
Additionally, numbers help prioritize projects. If a project’s impact on the organization is significantly more significant than its costs, it becomes easier to justify. Likewise, if the project risks are quantifiable, it is possible to counteract and prepare for potential pitfalls. Understanding the risks and preparations for them builds confidence in the decision and increases the likelihood of getting top-level approval for said project.
Tapping Others
Not all understanding has to be built by the executive team. Sometimes, it is sufficient to tap experts and coaches to help overcome doubt and gain expertise. Especially when balancing AI with human judgment and expertise, it can be better to tap into the stories and anecdotes of thought leaders who have experienced the implementation of AI. After all, AI is a powerful tool but not a magic solution. We must use it wisely to enhance human capabilities, improve decision-making, and grow our businesses.
Experts can also help integrate AI capabilities into a broader education strategy. The thought process should encompass discussions on AI’s ethical implications, its potential impact on workforce dynamics, and the necessary governance structures to ensure responsible AI use. This comprehensive approach ensures that board members are impressed by AI’s capabilities and aware of its challenges and responsibilities.
A Better AI Understanding
As we continue to navigate this AI revolution, let’s remember that the goal is not just to adopt technology for its own sake but to harness its power in service of our broader organizational goals and values. Seeing AI in action, quantifying its impact, and learning from peers who have walked this path can help board members better envision a future where technology and human expertise work in harmony and drive their organizations toward new heights of success and innovation.