Adopt – Not Adapt

Just been catching up on the wave of promotional emails sent during the festive break, from Microsoft right through to small start-ups, all advertising their new enhancements to AI technologies that enable deal with everything during my full day or back-to-back meetings, full email box or endless Team chats.

It seems to me that much of the technology that has been introduced over the years has led to this situation where little or no time is spent actually thinking and doing. My mind paints a picture of being thrown a lifebelt from the ship that caused my vessel to capsize in the first place.

I’ll be interested to see when and how AI starts to deal with guiding me on behaviours to actually stop being in back-to-back meetings and having endless Team chats and emails. I guess I already know the answer. It’s a ‘cultural’ or behavioural trait that causes the problem. The technology is only trying to help lighten a heavy load.

What we need to move away from is continually adapting to the situations are own behaviours create and start adopting new mindsets on the way we work.

I’ll ‘Co-Pilot that’

man in office looking stressed

Yesterday I witnessed the first behavioural example of the power of how AI is transforming new ways of working.

In a conversation to fact check some information a colleague told me they would “co-pilot that” rather than physical browse or use the corporate search.

I have been involved in various virtual agent projects where users are directed to engage with chatbots and similar functionality but here was an example of someone’s natural behaviour now using Co-Pilot (other chatbots are available) rather than, what was traditional methods.

It got me thinking that an internal communications or people director’s new best friend needs to be those that are beginning to write the internal code and programming for these language models.

I’ve always been amazed at the lack of interest senior leaders show in the entire process of searching for and sourcing information. The old hierarchy seemed to suffice for trickling down information, but I wonder if this will hold true in the future.

With so much information and data available it’s getting harder to nail down the truth. Our defence against misinformation is steadily weakening. A generation of social media we have emerged with less resilience against deceit and untrustworthy information.

Way back in the early days of Yammer (and other internal social media platforms) organisations were caught on the hop by the power and influence of social media, both internally and externally. Big technology leaps have a massive effect on the information supply and the development of AI within organisations is no different. Those responsible for determining the algorithm for the organisation holds great power.

Who decides to write and validate this. Who holds the pen controls the access to information to an organisation’s corporate voice and memory.

For me it is fascinating not only how we deal with this from a technology perspective, from strategy, governance and implementation, but also how we deal with the new behaviours this develops.

By its nature the programming behind these features will try to understand your goals, needs, beliefs etc (dependent upon various regulations). All the current Chatbots mainly use the language of the calm oracle, being patient and understanding. Cast forward to the future are we going to see these virtual agents develop personalities based on your temperament! Will they understand your resilience or trusting nature. And how do our behaviours then change to deal with the personality types of the chatbots we are developing. It presents a fundamental difference to the ways we approach behaviours in an organisation.

Ignite: It’s Not You, It’s Me – A Tech Enthusiast’s Journey

Ignite: It’s Not You, It’s Me – A Tech Enthusiast’s Journey

It’s mid-December and I’ve only just got around to reading through the updates from Microsoft Ignite, held in November. I’m wondering if this late research is due to myself becoming immune to the Microsoft hype, or a realisation most of the material will not feature in clients mindsets for quite some time – hence the lack of urgency.

Microsoft Ignite has evolved into a cornerstone event for tech enthusiasts and professionals worldwide. Each year, it draws tens of thousands of attendees who are eager to explore the latest innovations and advancements in technology. The event features a diverse array of presentations, from in-depth technical sessions to visionary keynotes, all designed to inspire and educate. However, despite the excitement surrounding these announcements, I often find that the immediate impact is limited. Large companies typically take years to implement new features, which undergo numerous refinements before they are fully integrated into their systems.

The Evolution of Microsoft Ignite: A Tech Enthusiast’s Perspective

Microsoft Ignite has become a beacon for technology professionals and enthusiasts alike, offering a glimpse into the future of tech innovation. Since its inception, Ignite has grown exponentially, both in scale and significance, becoming a must-attend event for anyone involved in the tech industry.

A Brief History

Microsoft Ignite was first held in 2015, merging several smaller conferences into one comprehensive event. This strategic move allowed Microsoft to create a unified platform where developers, IT professionals, and business leaders could converge to share knowledge and insights. Over the years, Ignite has expanded its reach, attracting a global audience and setting the stage for groundbreaking announcements and demonstrations.

Attendance and Presentations

Each year, Microsoft Ignite draws an impressive crowd. The event typically sees attendance numbers soaring into the tens of thousands, with participants coming from all corners of the globe. These attendees are treated to a rich tapestry of presentations, ranging from deep-dive technical sessions to high-level keynotes delivered by industry leaders. The presentations cover a wide array of topics, including cloud computing, artificial intelligence, cybersecurity, and more. This diversity ensures that there is something for everyone, regardless of their specific interests or expertise.

The Reality of Implementation

While the buzz around new features and technologies unveiled at Ignite is palpable, the reality of their implementation is often more subdued. In my experience, large companies are cautious adopters. They tend to take a measured approach, thoroughly testing and refining new features before rolling them out across their organizations. This process can take years, during which the features are continually improved and adapted to meet the specific needs of the company.

A Personal Story

I remember attending Ignite a few years ago, where I was particularly excited about a new AI-driven tool that promised to revolutionize data analysis. The demonstrations were impressive, and the potential applications seemed endless. However, when I returned to my company and shared the news, the response was tempered with caution. Our IT department began a lengthy evaluation process, testing the tool in various scenarios and ensuring it met our stringent security and performance standards. It took nearly two years before we fully integrated the tool into our workflows, by which time it had undergone several updates and enhancements.

Conclusion

Microsoft Ignite continues to be a pivotal event in the tech calendar, offering a platform for innovation and learning. While the immediate impact of new features may be limited by the cautious approach of large companies, the long-term benefits are undeniable. As these features are refined and perfected, they eventually become integral parts of our technological landscape, driving progress and efficiency in ways that were once unimaginable.

It’s not about building a tool

It’s not about building a tool

I like the quote in this post

“Our business-led roadmap isn’t about building a tool; it’s about transforming how we manage and access knowledge and expertise, which is the foundation of our organization and competitive advantage.”

Rewiring the way McKinsey works with Lilli, our generative AI platform | Digital | McKinsey & Company

The companies that are truly avoiding the hype and getting benefits from these new ways of working look to be focusing on business value use case, good knowledge management principles and good adoption techniques.

School of thought – 2025 DWG predictions

School of thought – 2025 DWG predictions

Here are the 2025 predictions from the wonderful folk at DWG (Digital Workplace Group).

Nancy’s 2025 Predictions | Digital Workplace Group

The 3 that most appeal to my desires within the digital workplace are:

Prediction 4 – Enterprise AI at scale

Prediction 6 – Schools of AI

Prediction 8 – Change agility

I dread that predictions 4 and 6 will still be stuck in the mud in most organizations, it’s the same old story we’ve seen for over two decades.

Whether it’s the latest and greatest search engines, flashy productivity and collaboration tools, or the early days of chatbots, nothing will truly take off until the content and data are spot on and there’s a real push to change people’s habits. In an ideal world, prediction 8 – change agility – would be the top priority for every people development leader out there.

Make the noise stop – Agentic AI! 

Make the noise stop – Agentic AI! 

Another buzzword is crashing into the ever-expanding AI lexicon. Just when I thought I had a handle on: 

  • AI – basically, automating and enhancing existing processes. 
  • Generative AI – creating content and conversations (and then some). 

Now, we have Agentic AI (check out Nvidia’s blog for the scoop). It sounds like a digital assistant that’s had one too many cups of virtual espresso! 

This new wave is being hailed as a game-changer in how we perceive and engage with AI in the workplace. It’s the next big breakthrough – though, to be honest, I feel like I might have missed the memo on the previous AI revolutions! 

Whether this is the next big breakthrough or just another industry buzzword remains to be seen. After spending the last 12 months with clients exploring how to extract value from AI, one thing is clear: the missing ingredient is still the ‘people’ factor. The real magic happens when colleagues are coached and confident enough to craft the right prompts and trust the process (assuming there’s some human interaction, of course). 

In a recent Forbes article, I stumbled upon the thrilling potential of AI creating new roles like AI coaches, AI workflow orchestrators, and AI compliance officers. Imagine the possibilities!  

However, just like with other major tech adoptions, such as Microsoft 365, the real challenge lies in overcoming people-related hurdles plus poor information and data management. These obstacles can seriously stunt the growth and value of AI in many organizations. But with the right strategies, the future looks incredibly promising! 

What’s in a name

What’s in a name

Useful article reflecting the differences between a Complaint Agent or a Change Agent.

Is Your Company Filled with Complaint Agents or Change Agents?

It is sometimes confusing keeping up with all the job titles. This seems similar to a debate I was following on a KM forum discussing ‘transformational change’ v ‘transactional change’ One of the conclusions was below.

Transactional Change – Incremental change within existing systems, processes and structures but does not fundamentality alter the organisations culture of path of travel.

Transformational Change – radical shifts in the way people work with process, technology, and culture

AI may not live up to the hype

AI may not live up to the hype

AI may not live up to the hype

https://www.bloomberg.com/news/articles/2024-10-02/ai-can-only-do-5-of-jobs-says-mit-economist-who-fears-crash

I’ve been seeing an increase in similar articles around the economic ‘hype curve’ of AL. In this article Daron Acemoglu, a professor at the Massachusetts Institute of Technology calculates only a small percentage of all jobs—a mere 5%—are vulnerable to be taken over, or at least heavily aided, by AI over the next decade.

This aligns with my own experience. Over the past two years, I’ve been collaborating with companies on internal AI initiatives, focusing primarily on augmentation and automation. While there have been improvements in certain processes, the efficiency gains are far from the levels hyped by AI proponents.

This does not detract from the potential of AI. Many of my clients’ roadmaps include generative AI implementation. However, similar to early trials with augmentative AI, the main challenges are not the AI technology itself, but the quality of the data used and the efforts required to change the habits and behaviours of colleagues using these features. The use of virtual assistants and chatbots within organizations remains low, partly due to insufficient coaching on how to ask the right prompts or questions of AI models (I also appreciate the user experience of many chatbots is still poor).

It’s been the same issue for over 20 years, whether it’s enhanced search engines, shiny productivity and collaboration tools, or the early introduction of chatbots. Until the content and data are right and there’s a commitment to changing people’s behaviors, these initiatives will struggle to reach their full potential.