Most firms give generic online training to masses and reserve expensive in-person sessions for senior executives. A more effective approach is to use data, like from an ethics survey, to identify high-risk business units or regions and invest in targeted, in-person training for them, regardless of seniority.
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To drive adoption for an internal tool, identify the teams most frustrated with the existing solution by scraping support channels. Then, schedule small, bespoke tech talks directly for those teams. This targeted approach generates highly engaged and grateful early adopters.
Generic use cases fail to persuade leadership. To get genuine AI investment, build a custom tool that solves a specific, tangible pain point for an executive. An example is an 'AI board member' trained on past feedback to critique board decks before a meeting, making the value undeniable.
Leaders often assume a uniform corporate culture, but reality is fragmented. Ethical norms can differ dramatically between a sales team in one country and a finance team in another. Recognizing this heterogeneity is the first step toward effective, tailored compliance programs that address specific local risks.
To bridge the AI skills gap where 55% of employees lack proficiency, Dropbox's VP of Engineering suggests a targeted training approach. Instead of generic programs, identify the company's existing high performers, who are likely already using AI effectively, and empower them to train their colleagues.
Instead of relying on passive whistleblower hotlines, companies can proactively identify high-risk areas. A simple survey asking employees if they've seen misconduct, if they reported it, and why not, acts as a powerful diagnostic tool to pinpoint where integrity gaps are emerging before they become major crises.
To get executive buy-in for long-term "human infrastructure" projects, frame the investment in terms of hard financial ROI. Show how upskilling internal talent directly reduces reliance on expensive external consultants, with every dollar invested saving multiple dollars in return.
Not all business problems are created equal. Time savings often translate to five-figure cost savings, which may not be compelling. The most powerful executive problems are "six-figure problems"—major risk mitigation (avoiding lawsuits), significant revenue generation, or replacing other large costs.
MSPs often avoid selling compliance services due to their complexity and perceived liability. However, 'human risk' is a required part of most frameworks and is far more tangible and easier to sell than technical controls. It acts as a wedge, allowing MSPs to enter the lucrative compliance market with a simpler, more relatable offering.
To overcome widespread resistance and inertia, companies should avoid company-wide digital transformation rollouts. Instead, create a small, empowered "tiger team" of top performers. Give them specialized training and incentives to pilot, perfect, and prove the new model before attempting a broader implementation.
The decision to invest in formal security measures like anti-phishing training should be based on team size and industry risk, not revenue milestones. The attack surface grows with each new employee, making a headcount of 15-20 a practical trigger point to implement such policies.
