To overcome corporate inertia and fear of failure, middle managers should form a "coalition of the willing" with a few coworkers. They can build a simple prototype on their own time and then present the tangible result to leadership, opening doors for more resources.
Employees' fear of AI stems from insecurity about their own value. When individuals understand their unique strengths, like connecting people, they can delegate to AI and co-create with it rather than feeling threatened by its capabilities.
Adopting AI acts as a powerful diagnostic tool, exposing an organization's "ugly underbelly." It highlights pre-existing weaknesses in company culture, inter-departmental collaboration, data quality, and the tech stack. Success requires fixing these fundamentals first.
While top-down support is necessary, the real engine of change is the middle management layer where strategy is executed. Empowering a handful of middle leaders to practice and model new behaviors creates a more organic and lasting cultural shift.
Effective prompt engineering isn't a purely technical skill. It mirrors how we delegate tasks and ask questions to human coworkers. To improve AI collaboration, organizations must first improve interpersonal communication and listening skills among employees.
We rigorously test software upgrades in a staging environment before going live, yet we expect humans to adopt new skills immediately after a training session. Employees need safe spaces to practice new behaviors, like communication, through repetition.
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.