Artificial Intelligence
Is the language of Artificial Intelligence preventing opportunities and causing risk?
Artificial intelligence (AI) is rapidly transforming the world around us, and businesses of all sizes are looking to leverage this technology to gain a competitive edge. However, for many non-technology leaders, AI can be a complex and intimidating topic. This can result in AI opportunities being missed, or even opportunities being progressed but risks not being understood. Technology leaders have a responsibility to communicate about AI in a clear and understandable way so that that opportunities and risks can be discussed across organisations as broadly as possible.
Is there a problem with how AI is spoken about?
The current approach to discussing AI is often too technical and jargon-heavy. This makes it difficult for organisation leaders to understand the potential of AI and how it can be used to benefit their businesses. Additionally, the focus of AI conversations is often on the tools and technologies themselves, rather than on the outcomes that AI can achieve. Many of us use AI in our lives every day, often without being conscious of it (the Face ID on your smart phone, your smart assistant like Siri or Alexa, and in your journeys in your car (SatNav, parking assistants etc)). The reference points that people can relate to are many, but are we using them to aid understanding?
Do we need to change our approach?
There are several reasons why technology leaders may need to refine their approach to discussing AI. First, it is important to ensure that all stakeholders have a good understanding of AI in order to make informed decisions about how to use it. Second, by focusing on outcomes rather than tools, technology people can help non-technology people see the real value of AI for their businesses. Finally, it is important to have open conversations about the risks of AI, so that we can mitigate them and ensure that AI is used responsibly and risk registers and controls are in place where needed. These guard rails to protect organisations should extend to policies and procedures in some cases, but this can only happen where understanding extends beyond the technology people.
How can you change your approach?
People in technology roles can change their approach to discussing AI in a number of ways. First, they should use plain language and avoid jargon. They should also focus on explaining the benefits of AI in a way that is relevant for everyone. Additionally, the risks of AI and how we can mitigate them need to be openly discussed and include people from across the organisation. Bring the conversations to life with everyday examples, outside of a business setting, and talk about outcomes as much as possible.
Here are some specific tips for technology leaders:
Use analogies and metaphors to explain complex concepts in a way that is easy to understand.
Focus on the benefits of AI, rather than the tools and technologies themselves.
Use real-world examples to illustrate how AI can be used to solve real-world problems.
Be open about the risks of AI and how we can mitigate them.
Encourage non-technology leaders to ask questions and to share their concerns.
Make sure the relationship between data and AI is well understood. In many cases a strong AI outcome is dependant on good data (completeness, quality, accuracy) and AI ambitions need to be tested against current data realities.
The role of business leaders in AI:
Executives and senior leaders right across organisations, not directly responsible for technology, also play an important role in the adoption and use of AI. To ensure that AI is used successfully, leaders need to understand the technology and its potential. They also need to be willing to invest in AI and to provide the necessary resources for its implementation.
Here are some specific tips for non-technology leaders:
Educate yourself about AI and its potential benefits for your business.
Invest in AI training for your team members.
Be willing to experiment with AI and to learn from your mistakes.
Create a culture of innovation (which includes some controlled risk-taking) within your organisation.
Prioritise and own your data, it will be essential to this journey.
Conclusion:
AI is a powerful technology that has the potential to transform businesses of all sizes. However, it is important to use AI responsibly, safely and ethically. By changing their approach to discussing AI, technology leaders can help to ensure that opportunities and benefits from AI are being maximised in their organisations while risks are also identified, discussed and treated openly.
Additional thoughts:
In addition to the above, I would also like to add that technology leaders should focus on the following when discussing AI with non-technology leaders:
Align AI initiatives with corporate objectives: Technology leaders should explain how AI can be used to achieve the company's overall goals and objectives. This will help non-technology leaders to see the value of AI for the business.
Highlight the human element of AI: Technology leaders should emphasise that AI is a tool that can be used to enhance human capabilities, rather than replace them. This will help to alleviate any concerns about the impact of AI on jobs.
Be transparent about AI decision-making: Technology leaders should explain how AI decisions are made and how they are monitored and audited. This will help to build trust and confidence in AI.
By following these tips, technology leaders can help to ensure that AI is used responsibly and ethically, and that it delivers the greatest possible benefits to all stakeholders.