What cultural shifts are necessary for IT teams to fully embrace continuous upskilling, and how can CIOs drive these changes across their organizations?

We use tools like Gartner’s Prism to evaluate business cases for AI, helping decide where to allocate budget and avoid duplication. For example, AI now answers 55% of our 311 calls, freeing up staff for more critical tasks.

Technology provides only a fleeting advantage to early adopters. If you’re not continuously improving and using new tools, you risk becoming a laggard. You need to leverage technology as early as possible for maximum benefit.

There is so much to discuss on this topic. One approach we've taken is to use the capability model underlying all our business processes to identify which capabilities truly provide a competitive advantage and which do not. This allows us to target where the AI opportunity exists across that model, giving us a much more focused strategy for deploying AI resources, skills, and teams to deliver meaningful results and value. One of the challenges we have encountered is the cost of AI. When you start to look at how you consume credits versus how you manage licenses, the expenses can escalate very quickly. It is also important to ensure that the costs of these initiatives are reflected back against the capability model. We have found this approach particularly useful, as it has given us a clear vision of where it makes sense to deploy AI and where it does not.

I see AI as a way to dramatically improve productivity, differentiate the business, and disrupt it with new models by embedding use case ideation into performance plans. Every quarter, employees on my team must propose and implement AI use cases as a way to make AI adoption as part of their objectives and goals for next year.

I’m a culture maven. Culture is my bag. I named the culture we want to be with AI, and that’s a good tactic. Next year we’re launching ITV 3.0, which encompasses everything about the new way to work, including AI and many other things. Just throwing that out as a tactic because I find it useful. We’re ITV 2.0 now, but it’s time to reinvent the org around a new way of working.