15pctAISuccess- Part 4

To be in the 15% successful : Part 4 -

Organisation Readiness

How do we know how ready, or how prepared an organisation is for a change?

It is not a feasibility assessment nor study as a typical IT project would have; organisation readiness assessment may cover feasibility assessment and much more, however we will not be discussing this in depth in this article.

At the heart of any transformation change should be people.

People-centric approach is one seen with most successful and effective transformation in many organisations. People are typically resistance to change. With “leave no man behind” mindset, the organisation emphasizes support to all stakeholders – internal and some cases external, throughout the transition.

To start an organisation appreciating and knowing how to use data and/or AI, there are some questions worth considering:

Awarenesss : have all employees been informed ? Are the communication programmes customised to various groups, levels and/or individuals ? How are the various stakeholders been engaged in the change programme?

Training : have all employees been trained the importance of having data, how to use data, in their daily operation matters, how can they appreciate the use of AI in their work

Earned trust : Employees typically want to be heard, listening and addressing their concerns increase their sense of trust in the organisation. Do you have a forum or an avenue where their issues or concerns can be raised, discussed and addressed?

Collaboration : in the whole change process/programme, has everyone been involved? If we have everyone’s buy-in, does everyone have the shared vision? Does everyone feel ownership of the goals of the change? If the answers, are yes-es, then generating ideas, co-creating products, producing valuable insights for the organisation holistically will help everyone adapt and navigate change more successfully.

Decision making : who makes an informed decision when shown business performance indicators are not as expected? Does the business head makes a business decision without supporting numbers or facts, or does the technical person makes a decision with what he sees in his ML model?

With these considerations, we can see culture change greatly impacts employee morale and their motivation. Communication and engagement form the key pillars to help everyone move along and no man will be left behind.

We cannot emphasize more on the importance of having tailored training. There are several ways someone may learn – e-resources, training by workshops, clinics, etc. Training does not mean just picking up the technical skills a data scientist or a data engineer would do. With considerations of the above, how do we make a staff member from the business team talk with a data scientist, and how would a data scientist provide meaningful feedback to the business with what he sees in the models? Are they speaking the same “language”? How can a data scientist understand the problems in the business, are the problem statements defined well and understood well? If so, can this problem statement be translated into a data problem, into an analytics problem?

At DataMobius, we can help curate a holistic programme to enable everyone in the organisation to understand and talk data. Reach out to us for further discussion.

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