“Selling is really about having conversations with people and helping improve their company or their life.”
Lori Richardson
Introduction
Integrating advanced analytics and artificial intelligence (AI) demands a paradigm altering shift in perception, sometimes referred to as an “ontological shift.” This term, rooted in philosophy, is essential for understanding how we perceive, analyze, and interpret complex data to make informed decisions. Humans create an underlying framework or system through which we interpret reality. It is our cognitive toolkit for breaking down complexity into manageable, understandable elements that guide decision-making. Most of us operate with a limited grasp of the complexities before us, relying on heuristics or simplified internalized models developed through experience to navigate the world. Once we build these internal models, changing them, in spite of opposing facts, is typically extraordinarily difficult for most. After all, how many outdated, internal models, built from your childhood are you still using? Now imagine someone doing their job for thirty years confronted with a sophisticated tool telling them to do it differently.
Consider the example of a trader or salesperson in an investment bank. Their decision-making processes are heavily influenced by past experiences and a deeply ingrained understanding of market dynamics. They often make split-second decisions involving billions of dollars with very limited information. In fact the average trader makes these decisions with less than seven pieces of rapidly changing data. Analytics, and particularly AI, challenge this traditional perception of reality by introducing new methodologies for decision-making that are often not intuitively aligned with how individuals are accustomed to operating. This paradigm shift is challenging; people do not naturally gravitate toward change, especially when it requires them to fundamentally alter their internalized mental models. Just think about how hard it is to get yourself to start working out consistently! Changing our mental model and reframing how we perceive objective reality is at best challenging.
The difficulty of selling AI and analytics solutions stems from this very challenge. In my experience, having engaged with hundreds of companies and individuals and spoken at numerous conferences, it is evident that AI is not an easy sell. It is more straightforward to engage a business user than a technology professional, but both audiences share a common resistance: a reluctance to change their decision-making frameworks. Highly skilled professionals have built complex cognitive models over decades, consciously or unconsciously, and asking them to abandon these models in favor of AI-driven decision-making is a significant hurdle. Cognitive shock is not something that most easily gets past.
One effective approach to overcoming this resistance is through the concept of augmented intelligence. This involves using AI tools to enhance, rather than replace, the natural decision-making processes of humans. Positioning AI as an augmentation tool, individuals maintain control over their decisions, allowing them to gradually integrate AI into their cognitive models without feeling as though they are relinquishing control to a black box. However, making this ontological shift remains challenging for many, particularly for those who have spent years refining their decision-making processes.
Organizations looking to implement AI and analytics must invest time and effort in understanding the unique needs and pain points of their users. This involves deep engagement — spending time with potential users to uncover what drives their decision-making and what challenges they face in their daily routines. By aligning AI solutions with these needs and demonstrating how these technologies can make processes more efficient, organizations can foster a more receptive environment for AI adoption.
The key to selling AI lies in empathy and understanding. You need to delve deep into the psyche of potential users, understanding their business environment, the pressures they face, and what drives their decision-making. Only by doing this can you position AI as a valuable tool that complements their work rather than replaces it. The objective is not to create fear of obsolescence but to illustrate how AI can serve as a powerful ally in achieving their goals more effectively. Moreover choosing the right people to introduce AI to an organization is critical.
From the book Supercommincators by Charles Duhigg:
“To communicate with someone, we must connect with them. When we absorb what someone is saying, and they comprehend what we say, it’s because our brains have, to some degree, aligned.”
Psychological Dimension of AI Adoption
Understanding the psychology behind AI adoption is crucial. Many individuals perceive AI as a threat — either to their job security or to their sense of competence. This fear is often rooted in a lack of understanding about what AI is and how it functions. AI is perceived as a black box, a mysterious entity that makes decisions without transparency or accountability. To address this, organizations must demystify AI, explaining its functions, capabilities, and limitations clearly and straightforwardly.
The narrative surrounding AI should shift from one of replacement to one of augmentation. AI should be presented as a tool that enhances human capabilities, enabling faster, more accurate decision-making, and allowing employees to focus on higher-level tasks that require creativity and critical thinking. This shift in narrative can help alleviate fears and foster a more positive perception of AI. I don’t understand executives that tout the ability of AI systems to replace existing humans and then wonder why they have so much resistance.
Another psychological factor to consider is the change in status that AI might bring about. In many organizations, individuals derive their status from their expertise and decision-making capabilities. If AI is perceived as taking over these functions, it could be seen as a threat to their status. To counter this, organizations should emphasize the role of AI in supporting and enhancing human expertise rather than replacing it. Let’s think about the trader for a second and their decision making processes. Imagine if their decisions were now augmented with potentially thousands of pieces of information. Would they not potentially make better or more decisions thus becoming far more valuable?
Organizational Resistance
Resistance to AI is not just an individual phenomenon; it is also organizational. Many organizations have established processes, cultures, and workflows that are resistant to change. AI implementation often requires a restructuring of these processes, which can lead to resistance at multiple levels of the organization. This resistance can be compounded by a lack of understanding of AI’s potential benefits and a fear of the unknown.
To navigate this resistance, organizations need to adopt a change management approach that is empathetic and inclusive. This approach should involve all stakeholders from the outset, ensuring that their concerns are heard and addressed. It should also include a clear communication strategy that articulates the benefits of AI in a way that resonates with the organization’s values and goals.
Furthermore, organizations need to foster a culture of experimentation and learning. AI implementation is not a one-time event but an ongoing process that involves continuous learning and adaptation. Encouraging a mindset that views AI as an opportunity for growth rather than a threat can help create a more conducive environment for AI adoption.
Sustainable AI Strategy
Implementing AI is not a short-term project; it is a long-term strategic initiative that requires a significant investment of time, resources, and effort. Organizations need to take a holistic view of AI adoption, considering not just the technological aspects but also the human and organizational dimensions.
A sustainable AI strategy should be built on a foundation of strong leadership and clear vision. Leaders need to champion AI adoption, communicating its importance to the organization’s future and inspiring confidence among employees. They should also be prepared to invest in the necessary infrastructure, tools, and training to support AI adoption.
Training is particularly important in this context. Organizations need to ensure that their employees have the skills and knowledge required to work with AI tools. This includes not just technical skills but also softer skills such as critical thinking, problem-solving, and adaptability. By investing in training, organizations can empower their employees to use AI effectively and confidently, thereby increasing the likelihood of successful AI adoption.
Role of Collaboration
Another critical factor in successful AI adoption is collaboration. AI adoption is not something that can be achieved in isolation; it requires collaboration across different departments and functions. Organizations need to break down silos and encourage cross-functional collaboration to ensure that AI is integrated into all aspects of the business.
Collaboration between IT and business units is crucial for identifying the right use cases for AI and ensuring that AI solutions are aligned with business objectives. Similarly, collaboration between data scientists and domain experts is essential for developing AI models that are accurate, reliable, and relevant to the business context.
Organizations should consider collaborating with external partners, such as AI vendors, consultants, and academic institutions, to access the latest technologies, knowledge, and expertise. These partnerships can provide valuable support and guidance throughout the AI adoption process, helping organizations to overcome challenges and maximize the benefits of AI.
Measuring the Impact of AI
To ensure the success of AI adoption, organizations need to establish clear metrics and KPIs to measure the impact of AI on the business. These metrics should be aligned with the organization’s strategic goals and should provide a clear indication of how AI is contributing to achieving these goals.
Some potential metrics for measuring the impact of AI include improvements in operational efficiency, increases in revenue, reductions in costs, and enhancements in customer satisfaction. By tracking these metrics, organizations can assess the effectiveness of their AI initiatives and make data-driven decisions about future investments in AI.
It is also important to consider the qualitative impact of AI on the organization. This includes factors such as employee satisfaction, changes in organizational culture, and improvements in decision-making processes. By taking a broad view of AI’s impact, organizations can gain a better understanding of its true value and make more informed decisions about its future use.
Future of AI in Organizations
The role of AI in organizations is going to continue to grow exponentially for the foreseeable future. As AI becomes more advanced and accessible, more organizations will adopt AI to drive innovation, improve efficiency, and gain a competitive edge. However, the success of these initiatives will depend largely on how well organizations manage the human and organizational dimensions of AI adoption.
To thrive in this new era, organizations need to embrace a mindset of continuous learning and adaptation. They need to be prepared to experiment with new technologies, learn from their experiences, and adapt their strategies as needed. They also need to invest in building a culture that supports AI adoption, encouraging collaboration, innovation, and a willingness to embrace change. Moreover they need to be willing to embrace failure and foster a culture of brutally honest, direct communication with no fear of reprisal. Failure is critical to long term success. You read that correctly but failure is critical to success and organizations don’t manage failure well. They don’t embrace failure and they don’t have the processes in place to learn from it. Few do.
Ultimately, the successful adoption of AI is not just about technology; it is about people. It is about understanding the needs, concerns, and aspirations of the people who will be using AI and finding ways to align AI adoption with these needs. It is about building trust, fostering collaboration, and creating an environment where people feel empowered to use AI to achieve their goals.
The adoption of AI represents a profound transformation that requires a shift in thinking, a change in organizational culture, and a commitment to long-term strategic planning. By taking a holistic approach to AI adoption, organizations can overcome resistance, foster a more positive perception of AI, and unlock its full potential to drive innovation, growth, and success in the digital age.
The future belongs to organizations that can navigate this complex landscape with agility, empathy, and a deep understanding of both the technological and human dimensions of AI. And if they don’t……..their competition will.
