North Sakara Insights

Technology Adoption in an era of AI-powered Chatbots - how can we use artificial intelligence to accelerate technology adoption to advance the Future of Work?

Sat, 25 Mar 2023 18:58:54 GMT

The future of work is a term used to describe the changing nature of work and the impact of technology on the workforce. It is a complex and evolving topic with no easy answers. However, some key trends are likely to shape the future of work, including the rise of artificial intelligence (AI). Unsurprisingly, big tech companies have started embedding AI-powered chatbots into their existing workplace technology solutions.

That's all good and in the right direction. However, it also means that, for AI to have the desired impact on the future of work, organisations must find creative ways to help accelerate technology adoption at the workplace. The answer to the challenge may lie with how effectively organisations embed AI-powered chatbots into their change management and technology adoption strategies.

Artificial intelligence can accelerate the speed of technology adoption by automating processes, improving decision-making, providing personalised recommendations, and analysing large amounts of data to identify areas for optimisation and improvement. Additionally, AI-powered chatbots can provide 24/7 support to users, reducing the need for human intervention and speeding up the adoption process.

In brief

Over many years, technology has been a fundamental positive enabler to the future of work.

With big tech rushing to integrate generative AI technologies into their products, technology's role in shaping the future of work will only get bigger. Therefore, the speed at which organisations adopt new technology in the workplace will be crucial.

However, technology adoption in the workplace is a complex process that depends on many factors, including the type of technology adopted, the organisation's culture, and the way and manner the organisation effectively deploys change management to manage the employee's fear and frustration and any lack of skills to diffuse and assimilate change.

To accelerate the future of work (FOW) , organisations need to increase the speed of technology adoption (TA) in the workplace; artificial intelligence (AI) powered chatbots - such as OpenAI's ChatGPT - can be used to overcome some of the barriers to technology adoption in the workplace by providing more powerful and accessible tools to personalise people's experiences of using new technology, providing real-time feedback, and automating mundane tasks that free people to explore other ways to use technology to advance their work.

In a nutshell: AI → TA → FOW

where:

AI = artificial intelligence

TA = technology adoption

FOW = future of work

It's been an exciting couple of weeks.

On March 16, Microsoft launched Microsoft 365 Copilot, its latest AI-powered innovation in Microsoft 365. And on March 21, Google announced Bard for over-18s, its rival to OpenAI's ChatGPT. By doing so, Microsoft and Google have all but surely put Big Tech's race into motion to commercialise generative AI at scale.

There's been much talk about how these AI-powered chatbots will revolutionise the future of work, and like most of you, I, too, am genuinely excited about its prospects. And while a variety of factors - such as digital transformation, remote work, agile methodologies, the gig economy, and diversity and inclusion - will shape the future of work, there is none more fundamental to advancing the future of work than the acceleration of technology adoption at the workplace.

But, of course, the role of the adoption of technology in transforming the future of work is not new. Its been a driving force in the workplace for over 100 years, and this time, it won't be different as it will be the most significant, most crucial enabler of how AI shapes the future of work.

Let's roll back the clock.

Let's start with the Industrial Revolution , which began in earnest in the 1830s and 1840s . With it came technological advancements that transformed the future of work by enabling mass production, reducing the need for skilled labour, creating new industries and jobs, and increasing efficiency and productivity. These changes laid the foundation for the modern industrial economy and continue to shape the future of work today.

After the Industrial Revolution, the Telephone and Telegraph were introduced. According to the science museum , Alexander Graham Bell and Elisha Gray simultaneously - but separately - worked on the Telephone and Telegraph – they even submitted their patents to the Patent Office in Washington DC on the same day, February 14 1876. However, the Scotsman, Bell, will eventually come on top. On March 7, 1876, Bell was granted US patent 174465A for the telephone, a telegraphic method of transmitting speech. While this is not a history lesson about who invented the telephone, it, however, underscores the moment in time when the telephone began to play a significant impact on the future of work by enabling real-time communication over long distances, increasing efficiency, expanding markets, and creating new job opportunities. These technologies laid the foundation for modern communication technologies and continue to shape the future of work today.

Then came Computerisation . The advent of computers in the mid-20th century revolutionised the way we work. Computers enabled the automation of tasks such as record-keeping and data analysis, freeing workers to focus on more complex tasks. The internet followed shortly after. The widespread adoption of the internet in the 1990s and 2000s enabled global communication and collaboration, making it easier for businesses to work across geographic boundaries.

By the 2000s and early 2010s , Mobile Devices such as smartphones had become mainstream for workers to stay connected and productive even when they are away from their desks. However, even though the first smartphones, such as iPhone and Android devices, were introduced in the mid-200s, it wasn't until several years later that they became widely adopted by both consumers and businesses.

This is a pivotal moment for shaping the future of work, but first, we must accelerate the speed of technology adoption at the workplace.

According to a recent study by the World Economic Forum, 72% of employers are already using or planning to use artificial intelligence (AI) in the workplace by 2025. The study also found that 86% of employers believe that AI will positively impact the future of work.

A recent study by the Pew Research Center found that 84% of US workers have used a new technology at work in the past year. The study also found that the most common new technologies adopted in the workplace are mobile devices, cloud computing, and software applications.

These studies suggest that people are adopting new technologies quickly to support the future of work. However, it is essential to note that the speed of technology adoption varies by industry and organisation. Some industries and organisations are adopting new technologies more quickly than others. It is therefore not surprising that EY's Global Managing Partner - Client Service, Andy Baldwin, has said, 'although people have access to state-of-the-art technology, they choose not to use it' . He points the finger at change management and lists poor user experience, training, and cybersecurity concerns as reasons that may discourage people from using technology.

And so, as I continue to join many of you in celebrating these incredible milestones, we are witnessing with ChatGPT, I also started to think about how generative artificial intelligence (AI) chatbots can influence my professional domain: the business of driving technology adoption to create positive outcomes for people, and ultimately accelerate the future of work.

Ways to leverage AI-powered chatbots to accelerate technology adoption at the workplace.

01. Personification.

Chatbots can be used to personalise the technology adoption experience for each user, tailoring the training and support to their specific needs and preferences. Doing so increases engagement and makes adopting new technologies more manageable for end users.

02. Gamification.

AI can use gamification techniques to make adopting new technologies more fun and engaging. For example, organisations can use AI-powered games and simulations to help users learn new skills and technologies in a low-pressure, interactive environment.

03. Real-time feedback via virtual assistants.

AI-powered virtual assistants can be used to provide personalised, 24/7 support to users, answering questions and providing guidance as needed. Doing so can reduce the burden on human trainers and support staff and make adopting new technologies more convenient and accessible. They can also be used to track user behaviour and provide feedback on how they use technology. For example, Duolingo uses AI to track users' progress in learning new languages and to provide feedback on their mistakes.

04. Automation.

Chatbots can automate some of the most complex and mundane tasks embedded in technology processes. For example, instead of the user clicking many buttons over multiple screens, an AI-powered workflow can be programmed to automate the process. Doing so can improve the user experience and free the human employee to focus on more creative and strategic work.

05. Predictive analytics.

Organisations can use AI-powered predictive analytics to identify users who may be struggling with the technology adoption process and provide targeted support and training to help them succeed.

06. Continuous learning.

AI can help organisations create a culture of continuous learning by providing users with personalised training and development opportunities. Doing so can help users stay up to date with the latest technologies and build their skills over time.

In Summary:

To accelerate the future of work (FOW) , organisations need to increase the speed of technology adoption (TA) in the workplace.

Artificial intelligence (AI) chatbots - such as OpenAI's ChatGPT - can be used to overcome barriers to technology adoption in the workplace by personalising people’s experiences of using new technology, providing real-time feedback, and automating mundane tasks that free people to explore other ways to use technology to advance their work.

As we accelerate technology adoption, artificial intelligence will rapidly advance the future of work.

In a nutshell: AI → TA → FOW

where:

AI = artificial intelligence

TA = technology adoption

FOW = future of work

How North Sakara can help you

North Sakara's approach begins with working with our clients to establish clarity of purpose for their transformation journey.

We apply common sense design thinking principles, expertise, data-driven insights, tools, frameworks, and methodologies from our proprietary platform, the changeportal.io ®, to better understand the expected ROI of transformations for our clients, their people, customers, shareholders, and society.

About the author

Things Fall Apart: Sowing the seeds of hope when transformation falters

Sun, 05 Mar 2023 18:55:22 GMT

Organisational leaders face many challenges as they work to drive change and innovation in their organisations. They are often responsible for directing their organisations through periods of transformational change, which can sometimes falter and, worse, edges towards falling entirely apart. So how do they sow the seeds of hope to galvanise people around a shared vision for success?

In brief

When transformation falters, staying focused on the vision and remaining optimistic about the potential for success is essential.

By reconnecting with the vision and acknowledging and reframing the setbacks, transformation leaders can successfully set themselves up to effectively reset and rapidly build momentum among critical stakeholders.

To sow the seeds of hope and to galvanise people around a shared vision, transformation leaders must creatively foster a sense of community, manage fear and frustration, empower people to collaborate.

I was 15 years old when I read the late Chinua Achebe's classic "Things Fall Apart". I still remember how transfixed I was when I read it – it was a masterpiece and still is. First published in 1958, "Things Fall Apart" is set in Nigeria and follows the life of Okonkwo, a wealthy and respected leader in the Igbo tribe, who struggles to adapt to the changing cultural landscape brought about by the arrival of European missionaries and colonialism. Okonkwo was an immensely proud and traditional man who highly esteemed his community's customs and beliefs.

However, Okonkwo was often associated with violence and aggressive behaviour. And his reputation for his hot temper preceded him. His violent tendencies led to his exile from the community, and many people in the village were afraid of him.

A local wrestling champion, Okonkwo, realised with despair that his village was falling apart upon his return from exile. Despite his good intentions and efforts to lead his tribespeople to course correct what he viewed as a wrong direction of travel, Okonkwo meets resistance from his people due to his violent reputation, strict adherence to tradition, and the divide within the community over the introduction of Christianity and European ways. Okonkwo's obsessive focus on success, his rejection of anything he perceived as weak, his inability to adapt to changing times, and the consequences of his ethical lapse led to his downfall.

That was almost seven decades ago. Now fast-forward to 2023.

Challenges of today’s transformation leaders

While Okonkwo's challenges, as brilliantly depicted in 'Things Fall Apart', are different from the challenges of today's leader, there is a common denominator at play - THINGS FALL APART.

Today's leaders face many challenges - from managing complexity to managing resistance to change, balancing short-term and long-term transformational goals to keeping up with technology, building a culture of innovation, and managing increasingly changing stakeholder needs. They are also often responsible for directing their organisations through periods of transformational change. However, the nature and complexity of many of these transformational change initiatives mean we expect the transformation to falter at various stages of its implementation without it completely falling apart.

And while some of the challenges are because of poor planning and shortfalls in leadership, others are of unplanned external factors. For instance, the ongoing chip shortage and its corresponding ripple effect on digital transformations across industries have led to high costs, delays, and supply chain disruptions. As a result, transformation leaders in these industries must now deal with over-budget and over-run transformations while managing staff and customer fears and frustrations.

To manage these faltering transformations and avoid them falling apart, transformation leaders must learn from the lessons of Okonkwo's experiences. And that starts with them learning how to sow the seeds of hope to galvanise people around a shared vision.

Sowing the seeds of hope w hen transformation falters

'Hope is not a strategy' . That was the former governor of Massachusetts, the Republican Party's nominee for president in the 2012 U.S. presidential election, and now the junior United States senator from Utah. However, the phrase has been widely used in various contexts beyond politics, including business and personal development, to emphasise the importance of acting and being proactive to achieve one's goals. And while I agree with that phrase, hope can sometimes be the only thing between one completely falling apart and hanging on to fight another day.

In my experience working with organisations that do transformation well, when things begin to falter - and that is normal - hope, when harnessed correctly, can be a trustworthy source of motivation to galvanise people around a shared vision for success. Here are a few ways you can achieve that:

01. Acknowledge and reframe the setback.

Acknowledging setbacks and transparency are crucial when things begin to fall apart in transformation. The last thing you want as a leader is for the people around you to think you are aloof or hide the reality from them. So, start by demonstrating that you understand the challenges confronting the transformation and are open to discussing the challenges with them. Doing so will help people understand that setbacks are a natural part of the transformation lifecycle and that a path exists to bring the transformation back on track. Then, in your communications and face-to-face deliberations, focus on reframing the setup from "this is a lost cause" to "this is an opportunity for a silver lining".

02. Reconnect with the vision.

Remind people of the purpose and vision behind the transformation by revisiting the goals of the transformation. Doing so is a significant step as it helps people see the bigger picture, refocus on the results, and ignite their passion for the transformation.

By reconnecting with the vision, you are also resetting how to lead – that is, how to communicate the vision, and how you exemplify the vision. What you say, how you say it and when you say it makes a difference to how people perceive the transformation. In addition, how you back up what you say with tangible actions demonstrates to people your optimism, resilience, and commitment to the transformation. Doing so is crucial because it helps inspire others to do the same and can create a culture of commitment and determination.

03. Foster a sense of community to creatively manage fear and frustration.

Fear and frustration quickly creep in when things fall apart in a transformation. While visible leadership and frequent communication have often helped to allay people's fear and frustration, people typically tend to gravitate towards their trusted communes when they feel most vulnerable. When people feel connected to each other, they are more likely to work together and support each other through tough times. Encouraging teamwork and collaboration can help build a sense of community and a supportive environment and will serve as a springboard to building momentum for change at the grassroots level.

04. Build momentum at the grassroots level to empower people to act.

When transformation falters, people are likely to sink into decrepitude. To arrest this trend, you must build momentum at all levels of the organisation, most notably at the grassroots level. Although, sometimes, people may feel helpless in the face of transformational challenges, empowering them to act can help build their confidence and motivation and ultimately be the anchor for building momentum. Consider building momentum for change through change champions networks.

In my North Sakara Insight, Change Champions Networks: How to drive end-user adoption at the grassroots level , I articulate a 6-step framework for setting up a Change Champions Network. Change Champions are the people closest to how the end users perceive change and usually have first-hand knowledge of the barriers to adoption . Importantly, change champions can build a sense of community within an organisation by fostering a culture of collaboration and shared purpose. They also help facilitate communication, encourage participation, and help build trust within the organisation.

Building momentum also requires keeping people in the know. Keep communication channels open and provide regular updates on progress. Doing so can help people stay engaged and motivated and can also help build trust.

05. Rapidly build capabilities to help bring the transformation back on track.

Some contributory factors to a faltering transformation are inadequate skills in the transformation team, inefficiencies, lack of effectiveness in the processes and workflows, and the organisation’s inability to adapt to rapidly changing technologies. Building capabilities can help address any skills gaps hindering the transformation. Capability building may also involve implementing new technologies or tools, streamlining existing processes, and redesigning workflows. Doing so will improve the transformation’s agility and ability to adapt to changing circumstances.

06. Provide support and encourage feedback.

Encouraging feedback can be a powerful tool to help support and sustain a faltering transformation. It can boost the morale of people involved in the transformation process. Doing so can be particularly important if progress has been slow or if there have been setbacks. In addition, encouraging feedback can help identify areas where your team has progressed, even if the transformation falters. Overall, encouraging feedback from people involved in a faltering transformation can be a powerful tool for maintaining momentum, building confidence, and achieving the desired outcome.

Additionally, evaluate the existing support systems. Although insufficient support may have contributed to the faltering transformation, you may need to provide additional support to navigate the challenges and uncertainties. For example, providing access to training, coaching, and other resources can help people build their skills and knowledge and overcome obstacles more effectively. In addition, it encourages open communication and provides opportunities for feedback and dialogue.

07. Be prepared to bring in transformation assurance consultants

Transformation assurance consultants can play a crucial role in helping a faltering transformation in several ways. First, when transformation begins to falter, objectivity is crucial. Transformation assurance consultants provide an objective and independent assessment of the transformation process. As a result, they can identify weaknesses and areas that require improvement without bias, which can be difficult for internal teams. In addition, transformation assurance consultants typically come with best practices from various organizations and industries. As a result, they can provide insights into best practices and how to implement them, which can help the organization streamline its transformation process.

Furthermore, transformation assurance consultants bring credibility to the transformation process. Their reports can build trust with stakeholders, investors, and customers, which can help the organization to maintain its reputation during the transformation process.

The most crucial point is that transformation assurance consultants' impact in sowing the seeds of hope in a faltering transformation depends on how you involve people in the assurance process. So, ensure the transformation assurance consultants have enough time with people involved in the transformation so that the auditors can reflect their voices in the final assurance report.

08. Consider business or executive coaching.

Business and executive coaching can be a powerful tool to help a transformation leader bring a faltering transformation back on track. A business or executive coach can provide an objective perspective on the transformation process. They can help the transformation leader identify weaknesses and develop strategies to address them. In addition, a business or executive coach can help the transformation leader develop their leadership, communication, and emotional intelligence skills. Doing so can help the leader to inspire their team and maintain a positive attitude during a challenging transformation.

We often speak about the need for leaders to hold their subordinates accountable for their work. But who is holding the leaders to account? Yes, the Transformation Board always uploads the standards required to run the transformation. However, a business or executive coach has the potential to do much more - like holding them accountable for their actions and progress towards their goals. Doing so can help the leader stay on track and focused on achieving the transformation objectives.

And finally, but most importantly, we must also remember that the toll of managing a transformation can sometimes affect a transformation manager’s mental health. A business or executive coach can emotionally support the transformation leader, who may feel overwhelmed or stressed. The coach can help the leader to develop coping strategies and maintain their focus on the transformation process.

Business or executive coaching can effectively support a transformation leader and help them bring a faltering transformation back on track. By providing an objective perspective, personal development, emotional support, accountability, and skill development, a business or executive coach can help the leader to overcome challenges and achieve their transformation objectives.

09. Celebrate small wins but avoid declaring all-out victories.

Even if the transformation has faltered, significant headlines that paint a bleak picture can overshadow progress and successes. Instead, work closely with your communications team, change champions, and managers to highlight the small wins. Then, celebrate these accomplishments to help people stay motivated and optimistic. However, while celebrating the wins, avoid declaring all-out victories, as doing so could alienate others who may still be feeling much pain from the faltering transformation. Be careful not to derail the momentum you have built up to this point, so whiles you celebrate small wins, be transparent about the hard road ahead.

In Summary:

When things fall apart in transformation, it is possible to sow the seeds of hope to galvanise people around a shared vision for success.

Continue to stay committed to the vision, acknowledge and be transparent about the challenges.

As a transformation leader, remember it is your duty to remind people that transformation is a journey, and setbacks are a natural part of the process.

And above all, protect your mental health and ask for help when you need it.

How North Sakara can help you

North Sakara's approach begins with working with our clients to establish clarity of purpose for their transformation journey.

About the author

Change Champions Networks: How to drive end user adoption at the grassroots level

Wed, 15 Feb 2023 08:48:56 GMT

Change Champions drive engagement in business change and help steer user adoption of change at the grassroots level. They are the people closest to how the end users perceive change and usually have first-hand knowledge of the barriers to adoption.

In brief

The lingering aftereffect of the COVID-19 pandemic on workforces worldwide has left organisations with no choice but to find creative but different ways to engage employees and boost productivity in the workplace.

Such creative ways require different ways of working, and many employees may have to learn new skills and behaviours that require a radical shift from what they have done before.

In charting a path for employees to adapt to these workplace changes quickly, the focus must be on organisational leadership and organising employees to lead the change at the grassroots level.

When I worked at a major investment bank in the city, one of the things we did at the Chief Data Office (CDO) to support the implementation of the bank-wide Data Strategy was the creation of the Data Champions Community of Practice. As part of the Data Strategy, new data roles – such as Data Platform Owners, Data Stewards, and Data Owners – new data tools and technology, such as Collibra, were introduced. In addition, we were introducing a new data policy and principles governing how we manage data which meant over 40K employees in over 20 cities across the globe needed to do things differently from how they operated in the past.

By any measure, that's a significant change initiative.

Embedding such significant transformational change at a global organisation requires leadership and ownership at the level where the real disruption to the way people work happens. As the Culture & Capability Lead at the Chief Data Office (CDO) at the time, I led the setup of the Data Champions Community of Practice, which served as the Change Champions Network driving end-user adoption. While not change management specialists or have any training in change management, Change champions are the people closest to how end users perceive change and usually have first-hand knowledge of the barriers to adoption.

Role of change champions

Change Champions can take up multiple roles depending on their interest and skill. For example, they can be expert users of a new system, advocate for change and be early adopters. In addition, given that they are the people closest to the change, they are the perfect candidates to serve as a feedback loop between those implementing and receiving the change.

6-step framework to setting up a change champions network

For about a decade, I've led the creation and management of change champions networks on significant transformational change programmes.. And while I have not used the same approach in all instances, I have followed the same framework.

01. Set the context and terms of reference.

Start by establishing what, when and why you need a Change Champions Network. To do that, ask the question, how does the Change Champions Network fit into the overall launch of the Change initiative? Also, ask how does the Change Champions Network fit into the overall organisational goals and the goals of the Change initiative? By finding answers to these questions, you would have provided the framework for defining the terms of reference for the Change Champions Network and clearly defined roles and responsibilities for Champions. Then, document the roles and responsibilities and validate them with key stakeholders, such as line managers, once you've gained their buy-in.

02. Attain sponsorship and buy-in from management and line managers.

Start by understanding whom you need support and buy-in from to recruit Change Champions and set up a Change Champions Network. Running a champions network is a costly task - people must give up their time to become effective champions, and line managers may have to commit resources to achieve the goals of the champions network. Therefore, consider the convincing you must do to gain buy-in.

Focus management, focus on articulating the value of the champions' network to achieving overall organisational goals for the change initiative. For line managers, focus on articulating the immediate benefits champions bring to their teams. Provide readily available high-level roles and responsibilities to line managers and communicate the expected time commitment for champions.

03. Prepare your readiness and champion activities roadmap .

It's always a good idea to have a plan. Your plan to include details such as the training champions need to become go-to system experts and how champions will engage and collaborate. In addition, the plan should include details such as the core engagement activities for your champions - define the activities to fit into the overall launch plan for the change initiative. For example, be clear about which activities to complete to support pre-launch, post-launch, and go-live day activities, such as early life support (ELS).

Finally, develop collaterals and resources to raise awareness among their peers and establish the cadence for continuous engagement. For example, set up a weekly or bi-weekly champions forum. Develop the physical infrastructure to support continuous engagement using existing internal collaboration tools such as Microsoft Teams, Zoom, SharePoint, Google Drive, ServiceNow Visual Tasks Boards, and others.

04. Identify and recruit champions.

There are different ways of identifying and recruiting champions. There is no right or wrong way to go about it; however, certain principles are crucial.

Representation - having a well-balanced pool of champions is a must. Typically, major change projects touch many parts of the organisation; therefore, ensuring that you are attracting champions representing each area of the business is a sure way to achieve the goals of the champions' network.

Nomination process - wherever possible, start the nomination process from the top. Top managers should ask their direct reports to nominate champions from their teams, and line managers should encourage their team members to express their interest in becoming champions. This approach is the natural way of gaining buy-in from management, team managers, and line managers, as they are directly involved in the process and naturally take accountability for the success of the people they put forward.

05. Launch your Change Champions Network.

Perception is vital, so wherever possible, create considerable fanfare about the champions' network launch. Invite the appropriate leadership and management teams to the launch ceremony, which indicates sponsorship from the top. Ensure there is enough time for champions to ask as many questions as possible about the roles and responsibilities of champions. Please provide details of key activities they may be involved with and what support is available. Have a list of concrete things they can start doing after the launch ceremony.

06. Activate the change Champions activities roadmap.

After going through the planning motions, this stage is about executing your plan! First, launch the engagement tools and infrastructure described in the engagement plan - such as weekly calls and collaboration tools and continuously engage with champions. Next, use the feedback loops to learn more about barriers to adoption at the grassroots level and work with them to unblock change resistance.

And remember to reward and celebrate success.

How North Sakara can help you

North Sakara's approach begins with working with our clients to establish clarity of purpose for their transformation journey.

We apply common sense design thinking principles, expertise, data-driven insights, tools, frameworks, and methodologies from our proprietary platform, the changeportal.io ® , to better understand the expected ROI of transformations for our clients, their people, customers, shareholders, and society.

About the author