some thoughts about…
it’s been just over a month since the mobile world congress ended in barcelona. lots of innovations in technology and communications, a huge pavilion dedicated to health, and lots of startups ready to take off exponentially in a market they know needs them. great, a spectacular win-win where you can listen, all over the place, about digital transformation, ai…
for those of us who are dedicated to consulting and use and/or propose in our projects new technologies in work teams (as a basis for transformation and/or as an improvement in the way of working – agility, connection…), we were able to take away several ideas, especially about artificial intelligence tools that can interact from and with people (remember that from rational sparks we consider that, beyond the professional use in specific areas and processes, playing with ai is one of the keys of the future for the evolution of organizational culture…). i will come back to this aspect later).
a slightly bittersweet taste for seeing few companies specifically dedicated to human resources, and with global and not very innovative solutions. also for seeing a robot as a “great novelty” that had already been seen in young ones, a film from 2014 (!!!) at the sitges film festival… but this comment comes out as the film critic that I also am, so I will not delve into it…
what I would like to share with you are a few thoughts that have been on my mind for some time and that i am sure many of you will agree with.
artificial intelligence needs data, data, data. this is the precursor to any product that uses predictive algorithms or generative ai. selling a company an exploitation tool is all well and good… but tell them that the most important thing is the quality of the data they have to work with. without good data, the tool will never do what it promises. in these cases, a prior analysis project is very necessary, involving the appropriate roles and in a team with the organization: what do you want to predict, what data do you have now and how, where do you have it? what new data do you need and how and where will I store it.
so, with this little introduction, yes, we can talk about artificial intelligence in the enterprise. and its usefulness is and will be exponential.
more things, already in the area of what we have seen in terms of technology and human resources.
in my more than twenty years of experience I have learned that…
1. regarding people, and technology. process improvement is no longer the solution, digital transformation is not about improving the erp.
solutions that integrate measurement methods to know the mood of employees, their relational model, their way of working… are always good solutions, and there are several, and very good ones, in the market (we work with some of them, ask us if you are in this evaluation process!). however, let’s not forget that the most important thing is what is done with that survey, with that report. how can the comprehensive analysis of this valuable information help the organization?
from data and process improvement projects, to what is now so fashionable, digital transformation.
digital transformation implies a cultural change and, if done well, the naturalness with which it is adopted avoids the need to constantly use this “label”. only with everyone’s participation will it be possible to build the true meaning of what the company is, wants to be, and will be.
so any transformation, digital or otherwise, requires guidance. and that brings me to:
2. regarding change management. the concept itself is obsolete. considering actions in parallel to the transformation of the organization implies not understanding the moment in which we live. considering jobs with that “title” causes a direct and frontal rejection by the rest of the organization. no one wants to change per se, and any action labeled as such is going to discourage, at least initially, a large part of those who will be involved. so the change is continuous but exponential, and it has to do with the creation of teams based on trust, and the generosity that they share into a hub. a structural base must be created that will grow little by little, spreading from the opportunity to show the creativity of each individual.
i remember when I was teaching change management in a master’s program at universitat de barcelona, i used to start with the trailer of the movie kinky boots. it would confuse them, but the students soon realized the relevance of those few 2 minutes: they clearly identified the phases of a project, the project leader, the change manager… and the importance of working together. if you look at it from this point of view, it is easy to see how powerful this short video is:
knowing how to listen, knowing how to understand, knowing how to integrate the opinions of stakeholders and participants. everyone is important. everyone has talent. and in this sense…
3. in terms of promoting talent. we must help everyone in the organization to find the meaning of their work and contribute with the illusion of always being a plus. If not, a mutual exit agreement is better. talent does not reside exclusively in youth, nor does the desire to contribute. job descriptions are outdated as well. the position is made by the employee, to the extent that he or she is given the opportunity to do so. and we must not miss the opportunity to learn from what the older ones did, those who are about to retire, just as we must not think that someone can no longer be competitive in the labor market beyond 45 .
because of all of this, b have founded rational sparks. an imaginative, strategic, people consulting focused on organization and processes, people and (digital transformation). how can we help you?
this article was previously published on arantxaacosta.com.
[…] from rational sparks we consider that, beyond the professional use in specific areas and processes, playing with ai is…
[…] from rational sparks we consider that, beyond the professional use in specific areas and processes, playing with AI is…
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