𝗥𝗲𝗺𝗲𝗺𝗯𝗲𝗿 𝘁𝗵𝗲 𝗙𝗼𝘂𝗻𝗱𝗮𝘁𝗶𝗼𝗻𝘀: 𝗥𝗲𝗮𝗹𝗶𝗴𝗻𝗶𝗻𝗴 𝗔𝗜 𝘄𝗶𝘁𝗵 𝘁𝗵𝗲 𝗙𝘂𝗻𝗱𝗮𝗺𝗲𝗻𝘁𝗮𝗹𝘀 𝗼𝗳 𝗢𝗿𝗴𝗮𝗻𝗶𝘀𝗮𝘁𝗶𝗼𝗻𝘀

Where do I start?

My new next experience as a temporary Reviewer for AOM-Academy of Management it is a news that came out of the blue.. A new thing which I will handle with professionalism and pride.

Why I chose to follow, it’s based also on those elements, (as reviewers can include their interest too) which I considered extremely relevant.

This article discusses how AI integration may be embedded into an organisation's fundamental topics, and gives the idea supported by relevant extracts from business literature, of how it affects processes, leadership, and management.

The foundations for the AI revolution.

Artificial Intelligence (AI) is no more a technology of the future. It is actively reshaping industries, revolutionising leadership and transforming workplace dynamics. But in the midst of AI’s skyrocketing uptake, there is one imperative reminder every organisation should consider — foundations matter. If AI is not embed to organisational norms, ethical principles and human empowerment, its promise may end into mere wins of convenience rather than positive transformation.

Grounding AI in Organisational Development and Change

Adaptation to dynamic environments leads to inevitable organisational change for businesses. AI provides powerful tools to accelerate these changes. It is, however, critical to base these initiatives on principles of Organisational Development and Change, so that they are aligned to the strategic objectives of the organization as well as reduce risk.

Take for instance McDonald’s, 

which rolled out AI in its drive-thru ordering systems with the aim of improving efficiency and accuracy. Using natural language processing the company was able to lower errors and improve customer satisfaction. Reports have emphasized the importance of robust change management practices to help manage staff anxiety around job security and facilitate smooth integration of AI with human roles. (Forbes).

These considerations reflect change management that enable organisations to equip their resources (i.e., employees) and technology capabilities with their strategic visions for the future while following a planned or semi-planned pathway to help execute such transformations effectively to achieve the proper interplay of technology, people and structures.

Strategy-as-Practice: Where Theory Meets AI Tools

Strategy-as-Practice emphasises that strategy is done well by implementing strategic decisions well. AI further improves this process by providing data-driven insights, real-time scenario simulations, and predictive analytics to create more dynamic and adaptive strategies.

 As an illustration, Walmart 

has utilised AI-based demand predictions behind the scenes to boost supply chain operational efficiency, drive down inventory overhead expenses, and optimize product stocking availability. Walmart’s AI systems analyse customer behaviour and external factors to optimize stock levels and ensure products are available when and where customers want them (BMG Systems)

Placing such initiatives within the scope of the Strategy-as-Practice will optimise how insights from AI translate into strategies that create competitive advantage . This enhanced integration of AI tools and organisational practices can, ultimately, drive better strategic responsiveness and operational efficiencies.

Empowering Leadership and Workforce Through AI

The adoption of AI in workplaces can stir anxiety around job loss, and reshaping of labour forces. Core themes like Changing Workplace Dynamics and Organisational Learning stress that organisations need to upskill their employees to adapt to an AI-driven future.

 A case in point is the one of Radfield Home Care,

 which integrated Chat GPT to manage HR queries and optimise marketing activity. This enabled employees to devote time to high-value tasks without compromising operations. The firm highlighted transparency and employee training in easing the transition and acceptance of artificial intelligence tools.(The Times)

This highlights the importance of promoting continuous learning and open communications to encourage a collaborative atmosphere producing synergies between AI and human skills.

Multi-Stakeholder Involvement: Inclusivity in AI Adoption

Successful AI adoption is not a one-size-fits-all approach; it takes active participation from various stakeholders. These principles guide how organisations can be inclusive and transparent and ensure alignment across all levels.

On the public sector side, 

the Belgian organization Flanders Investment and Trade (FIT) made an initial move in adopting AI to improve its operations. Public officials worked with private sector experts and end-users to ensure that the AI system provided end-users with what they wanted and needed while remaining transparent. Involving stakeholders helped wean the AI deployment from the organizational objectives that the public had in mind. (Bruegel)

According to Flanders Investment and Trade (FIT), early and frequent engagement of stakeholders ensures ethical AI solutions and effectiveness in using these solutions in practice, by aligning them with your wider organisational goals.

AI’s Impact on Leadership and Management

AI is leading to a dramatic shift in how we think about leadership and management. Understand about core topics such as Organizational Effectiveness and Performance that can be actioned to achieve the change successfully.

Professional services firms 

are leveraging AI more and more to gain efficiency and productivity. For example, firms are using AI to automate mundane tasks, enabling professionals to devote more time to higher-value work that enhances client service and job satisfaction. (Neil Patel)

This gives us a glimpse into how AI assists leaders and managers in improving organisational performance while sustaining the critical human factor central to crucial processes.

Takeaways: A Strong Reminder

AI’s transformational potential is beyond dispute, but it all depends on how it is embedded in organisation principles, people-centric practices and ethics frameworks. Without this foundation, AI may merely be a disruptor, not the innovator.

As organisations are going into the AI revolution one definite thing is to make sure that the foundations should never be forgotten. With such purposeful and responsible integration of AI, organisations can unleash its full potential while fostering trust, collaboration and long-term success. Technically and strategically, the foundations are a must.

Making AI a force for good that helps organisations and their people — and the world — achieve real progress.

 "What we achieve inwardly will change outer reality." Plutarch

But, in the name of getting the foundations, are we at risk of overcomplicating the transformative possibility of AI?  🤔...