Sean Malvey

Media outlets report that AI paralysis is afoot. Companies are adopting generative AI technologies, but they don’t know how to get started. Tech company, 

, recently released survey data taken from 1,200 executives which shows that 90% of leaders don’t understand their teams’ AI skills and proficiencies.

Another study from UK data consultancy firm, 

, reports that 87% of data leaders admit few or no employees are using their AI tools (despite the rapid adoption by organizations).

, i.e. there are at least a few examples out there you can follow.

For addressing employee fears and tool implementation, take a look at this success story from 

, who started rolling out their AI tool with formal training and pilot initiatives. The queries submitted from employees saved thousands of hours at the Help Desk and with productivity loss. Employees have expanded the questions they submit in the tool (AgentAsk) to diverse business topics. Initially, Toyota employees used the technology to converse with IT for hardware requests and software approvals. Now, they’re expanding into finance, legal, travel and expenses; which is proving to cut out time and establish more clarity between workers and the company.

And for knowing the latest AI policy and governance, check out these recent publications:

"Quick, let’s buy some generative AI!"\n1 week later…\n"Okay, now what do we do?!"\n---\nMedia outlets report that AI paralysis is afoot. Companies are adopting generative AI technologies, but they don’t know how to get started. Tech company, \nPluralsight\n, recently released survey data taken from 1,200 executives which shows that 90% of leaders don’t understand their teams’ AI skills and proficiencies.\nAnother study from UK data consultancy firm, \nCarruthers and Jackson\n, reports that 87% of data leaders admit few or no employees are using their AI tools (despite the rapid adoption by organizations).\nSo, what gives? \nSome theories:\nEmployees fear Generative AI because the assumption is that it’s there to replace them. \nIT leaders and executives are struggling to implement said technology because there aren’t many* examples to follow – both for what’s permissible and recommendable (from governmental and regulatory bodies) and for what’s practical (from similar private companies).\n*Special emphasis should be placed on \nmany\n, i.e. there are at least a few examples out there you can follow.\nFor addressing employee fears and tool implementation, take a look at this success story from \nToyota Motor North America\n, who started rolling out their AI tool with formal training and pilot initiatives. The queries submitted from employees saved thousands of hours at the Help Desk and with productivity loss. Employees have expanded the questions they submit in the tool (AgentAsk) to diverse business topics. Initially, Toyota employees used the technology to converse with IT for hardware requests and software approvals. Now, they’re expanding into finance, legal, travel and expenses; which is proving to cut out time and establish more clarity between workers and the company.\nAnd for knowing the latest AI policy and governance, check out these recent publications:\n\nThe White House Executive Order on Safe, Secure, and Trustworthy Artificial Intelligence\n\n\nAI Policy Briefs from The MIT Schwarzman College of Computing\n\n\n(European Parliament) Artificial Intelligence Act: deal on comprehensive rules for trustworthy AI\n

AI Initiatives Falling Flat - Help is On The Way

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