This morning I was on a call with about 60 CHROs and L&D leaders talking about how they plan to apply AI in their enterprises. The discussion was lively, interactive and some common themes emerged for me.
Most orgs are still trying to figure out how generative AI can be applied and where the biggest impacts can be felt.
Very few, if any, have actually taken serious efforts to implement anything. Some have identified targeted areas within HR/L&D where they believe generative AI can be transformative. None actually had specific change management activities underway as a result, however.
There was a good amount of discussion on the dual-lens view we need to take. One lens is about how the work we do everyday can/will change. The second was thinking about how to lead the organization through the changes it will have in the rest of the organization and how well prepared we are to support that.
But what jumped out at me was that the only discussion of activities associated with generative AI were those associated with the purchase of a new product or associated with the adoption of a new feature that exists in a supplier product they already use. I guess that makes sense, but it struck me that suppliers will end up being the real drivers of what happens within enterprises when it comes to AI adoption and implementation.
For example, driving HR self-service thru generative AI will likely reach mainstream once a supplier develops a product that enables that to happen.
Maybe it's not a new idea? I suppose we could make the case that LMS suppliers drove the wide-scale adoption of elearning, learning journeys, and now skills libraries. . . .