We came out of the pandemic to a wave of reorganisations and downsizing and the massive acceleration of digital transformation. AI is in the very early stages of unleashing a whole new range of disruptive change that will challenge business models, skills and careers.

At the same time that managing change is becoming more important, our clients and participants tell us they are experiencing “change fatigue” on a significant scale. The pandemic made a lot of people think about their connection to work and what’s in it for them.

Significant numbers of people seem to have given up on the desire to work or have low expectation of affiliation to their organisations or their own engagement at work.

We need urgently to help people connect their purpose to the purpose of the organisation and take a more active and positive role in their own engagement at work, that’s what our people and purpose programs are all about.

Traditional change models which assume that change is a one off event that moves us to a new stable position are out of date. We need to enable our people to manage continuous change and to have a more positive language for change than the old paradigm rooted in grieving, resistance and acceptance. We need to see change as positive, normal and empowering and we don’t have time to spend years working through to acceptance.

People often like change, who wouldn’t want to lose weight or learn a language, what they don’t like is the transition and the work required in moving from where we are now to where we want to be.

A lot of this is being driven by digital transformation and the opportunities offered by new technologies, and this is likely to accelerate. So an important part of navigating change will be our ability to adopt new technologies and adapt our way of working to take advantage of them quickly. A particular challenge for leaders will be how to engage people who are perhaps slower to adopt technology, take a look at our blog on this subject here.

And of course much of this change will be delivered through cross functional “matrixed” teams.

We all know intellectually that we need to change and that the alternative is decline and obsolescence, but why does it have to be now, and does it have to be so much? That is a mindset and requires a new skillset to support it.

If you need to help your people find purpose and engagement at work, equip them to navigate continuous change and accelerate the rate of technology adoption then why not get in touch.

The post Managing continuous change appeared first on Global Integration.

They don’t (and shouldn’t) care about our legacy relationships, egos and career aspirations. In creating a seamless customer journey for an internal or external customer, digital processes are naturally horizontal.

So if we can’t operate effectively in this cross functional team, “matrixed” way of working, we can’t implement or operate many digital processes.

Cross functional team challenges

Cross functional teams have all the usual team challenges, plus a few additional ones

• They are matrixed, the individuals from different functions reporting to different bosses, with solid, dotted or sometimes no reporting lines. These reflect their project or team, their functional expertise (and sometimes their business units and geographies too)
• Team members are usually working on multiple teams and have to manage competing priorities and switching from one way of working to another
• In a world of multiple teams, multi reporting lines and multiple stakeholders, team members need to take much more ownership for managing their own clarity and prioritisation
• They have to navigate collaboration overload with too many meetings and often slow and frustrating decision making processes that haven’t caught up with cross functional working
• They need to balance the need for alignment with autonomy to get on and do their work

Today cross functional teams are usually in part virtual or hybrid; so collaboration, influence, and all other soft skills need to be exercised in an environment where some people are present and others may not be.

In digital transformation they also operate in a context of continuous, technology-led change.

Our matrix management and virtual and hybrid teams training have focused on these themes for many years but it’s become increasingly clear that if you can’t operate in this matrix way you cannot succeed in a digital transformation.

If you need to improve cross functional collaboration, speed up delivery and simplify your ways of working, why not get in touch?

The post Cross functional teams power digital transformation appeared first on Global Integration.

The Diffusion of innovation model from Everett Rogers shows how a new product is taken up over time. Sustainability comes when we reach a critical mass of people adopting the technology. .

In an era of constant technology led change, digital transformation and the rise of AI. The ability of our people and culture to adopt new technologies and to adapt our ways of working to incorporate them will be one of the biggest enablers, or constraints, to our success.

Up to 50% of our people are likely to be in the late majority or laggard groups who change more slowly or could even be actively resistant to change.

It’s unlikely to be feasible, and certainly not desirable, to get rid of half of our people so a key requirement in digital transformation is moving these groups up the curve more quickly.

The strategies for engaging these different groups are different. For early adopters we may just need to make things available and let them run with it. For the slower adapters we need a strategy.

Late Majority

The late majority are more sceptical about change, they prefer tried and tested solutions.

They are more likely to be influenced by the successes and momentum coming from the early majority – so keep marketing this.

We need to provide social and other proofs of the technology working in their context.

We need to make adoption as practical as possible. Training needs to be engaging and focus on real world application.

Peer pressure from earlier adopters / early majority and other influencers is important but they may be put off by the innovators (Please bear this in mind if you are a young evangelist from a digital hub)

Laggards

The “laggards” usually prefer traditional methods and can be averse to change and risk.

They often have less contact with or input from early adopters and the early majority. It can take significant effort to change this group.

They usually need significant support and communication on the why and how and may be resistant to accessing it.

Traditional alternative ways of doing the work will need to be removed over time so that using the new technology becomes the only workflow option

What’s your plan?

Thinking about your team, who are likely to be the early adopters, majority and laggards at adapting to a new technology that you will be introducing?

How can you engage each group appropriately in accelerating adoption of the new tools and adapting our ways of working? A one size fits all change strategy is unlikely to work.

If you found this blog thought provoking, you might find our tech accelerator training module useful – please get in touch

Tech accelerator

New technologies are arriving constantly, get ahead of the curve by driving faster and more complete tech adoption

• Understand how adoption of technology has an impact on digital transformation and team performance
• Discover how to plan a new technology introduction to maximise adoption
• Learn to identify how different groups adopt technology in different ways
• Explore strategies for engaging each group to achieve full adoption
• Apply the techniques throughout to create a tech adoption plan for your team

The post Bringing everyone along with your digital transformation appeared first on Global Integration.

There is something fabulous about being a beginner, learning something new and applying it to progress rapidly.

This year my focus has been on learning stand-up comedy, something I have thought about in the past but haven’t dedicated time to.

I’m going to share the process I have used many times to learn something new quickly.

You may not want to learn stand-up comedy but the process can be applied in many different domains.

Please don’t be put off by my process, I tend to get a bit obsessive when I’m learning something new, and I don’t imagine many people will do all of these steps. Just pick a few that suit the way you like to learn and give it a try.

If you would like to see how my comedy earning develops, please follow me on Instagram @kevandoescomedy where I share progress, comedy book reviews, details of my gigs and ideas.

My process for accelerating learning

• Do some initial reading – I read three or four books just to get an idea of the subject and start to develop some ideas on what I needed to do to get started. I always like to do some reading first, because it allows you to scope out the topic and to know what questions you should be asking when you dive into more detail
• Create a learning document – I capture any useful articles, ideas and quotes in a big Word document that I can come back to and organise later
• Get some training – there are many virtual and face to face training courses on stand-up comedy, I chose to go on a 2-day course at Komedia in Brighton. It gave me some good basics and a first experience of standing up in front of other people and trying to make them laugh
• Do a lot more reading – For me this means reading just about every book and article I can get my hands on I’m starting to summarise it in my learning document. I tend to find that once I have read 10 to 20 bucks then I’m hearing the same things over and over again, and I feel like I’ve got good overview of the topic. Beyond that you do learn something new from every book, but diminishing returns do set in. I know that reading is not everyone’s preferred learning style, but it is high on my list, someone who knows about the subject has taken the time to spend many hours writing down what they’ve learned, it’s a great way to short circuit experience and avoid making the obvious mistakes
• Do some writing – apply the techniques I’ve learned to writing some jokes and developing my thoughts on character and style
• Get some coaching – I’m lucky enough to have been able to afford to work with a couple of professional comedy coaches. The ideas are all mine, but they gave great suggestions on timing, structuring a set, joke technique, performance tips etc. It’s particularly useful to go through a video of a performance with them and get some feedback
• Do some gigs – there is no substitute for getting out there and standing in front of an audience. At the end of the day the only measure of whether something is funny is whether people actually laugh. Even professional comedians think they have done well if 50% of their new material gets a laugh. I am aiming for 2 gigs a week.
• Record, review and rewrite – record every time you perform, play it back and evaluate which jokes worked well, which could be improved and which should be cut. I keep going back to the checklists in my learning document to make sure I’m trying all the different techniques
• Focus on performance as well as content, there is a lot to learn about how to adapt your material to the audience, handle a dropped glass, a distracted crowd, or a group of drunks – you can’t get that from a book
• Build an online ecosystem – connect to other comedians, people you meet on the circuit, comedy writers and clubs. Is the best way to find opportunities and inspiration
• Build your reputation at every performance, get to know people in the industry and be easy and pleasant to work with
• Plan for progression – build up a bank of tried and tested material to enable you to move to longer opportunities. Open mic sessions start with five minutes and many clubs are reluctant to give you much more than this until you’ve done, in some cases, 1-200 gigs. The top comedians you see on TV who sound so spontaneous have practised their craft thousands of times

Six months in I’ve made a start on all of these and have a pretty solid first 5 minutes And lots more ideas I’m keen to test out. Next is to build out more material for longer sessions, keep practising and improving and develop more advanced skills – particularly managing timing and the ability to adapt the material in the moment to the people in the room.

What’s very motivating to me is that it’s evident there is a huge amount to learn. If it was simple, it wouldn’t be so much fun. In a year’s time I am sure I will have lots more tips to share.

Aren’t comedians born not made?

If you have natural talent or have one of those faces that people laugh at on sight (not always an advantage in life, but in this case helpful) – that’s got to help.

But beyond that nearly everything in life is about hard work, learn the techniques, apply them rigorously, practice and continuously improve.

It doesn’t sound funny any more

There is a fair argument that if you deconstruct jokes too much, they stop being funny, but you will find that there are some basic patterns and even rules underlying the way the world’s top comedians (and I do not put myself in that category ) structure their acts – and that’s because they work.

It’s a bit like learning music, you have to learn the scales and the notes through repetition and practise before you can give rein to creativity and create something new and beautiful.

So whatever you want to learn, how could you apply some of the principles from this process to do it faster?

In the meantime why not follow my progress on Instagram @kevandoescomedy

The post The joy of being a beginner in standup comedy appeared first on Global Integration.

In some cases, this is about building on a successful period of change to bed in new working practises and prepare for the inevitable future changes. In others there may be a need to rebuild trust and connection with the organisation after a difficult period.

We have training to support leaders and teams through this process.

Why You Should Reach Out

• Rebuild Teams: Gain clarity, trust, and energy. Regain psychological safety and reflect on the legacy of change.
• Adapt to New Ways of Working: Establish how you want to work differently. Rebuild stakeholder relationships, working patterns and team identity.
• Reconnect with Purpose and Values: Reignite individual and team engagement. Reinforce or rebuild emotional connection with your organization’s purpose and values.
• Prepare for the Future: Establish resilience and a positive change capability for future challenges.

Our program offers a unique opportunity to reset and show a renewed investment in your people with training that is highly relevant to their current needs.

The content can be further tailored to your specific needs and context.

Key Areas of Focus

We’ve grouped potential topics into four key areas: Rebuild, Adapt, Reconnect, and Prepare.

These areas cover everything from new ways of working to building affiliation and personal resilience, ensuring a comprehensive approach to resetting your leadership legacy.

Join Us

If you’re looking to support your people, or if you’re a leader yourself seeking to navigate through change effectively, reach out to us. Let’s discuss how our training can help you rebuild, adapt, reconnect, and prepare for a brighter future.

The post Leading people out of change, reorganization, or downsizing appeared first on Global Integration.

All of them need to operate in a more integrated and efficient way to deliver to their customers, run internal projects and initiatives, share resources and break the silos to improve horizontal collaboration.

If you’re interested in the way this is had an impact on ways of working and skills then please join our free matrix management webinar here.

People new to the matrix often still think it is a new “fad” but it’s been around since it was developed for complex project organisations in the 1970s.

It is now the organisation structure of choice for the world’s leading companies. Over 90% or Fortune top 50 and FTSE 50 companies operate some kind of matrix

We also work with companies who have moved to an agile organisation with tribes, chapters guilds and squads  (again multidimensional organisation where each entity interrelates within a  dynamic matrix), we work with networked organisations (a matrix without formal reporting lines), and organisations who prefer not to use the word matrix.

If your organization needs to take into account multiple entities like business units, regions, technology groups, customer segments, functions or multiple teamwork, then you are operating in a matrix way, irrespective of your formal structure.

After the financial crash in 2008/9 there was a huge wave of matrix implementations aimed at delivering synergies and cost savings. These almost universally lead to an increase in centralisation, that was their (often unstated)  intent. This often (and unsurprisingly) led to a reduction in local flexibility.

in the last ten years the intent of the matrix changed, with organisations being keen to preserve agility as well as pursue synergies (hence the second edition of our book Making the Matrix Work being subtitled the Agile Remix and focusing on how to balance integration and flexibility).

in the last five years, digital transformation has started to make a big impact on the need to operate horizontally across organisations. Digital does not care about your internal silos and is naturally lateral – if you can’t work across the silos then you can’t implement digital transformation. A successful matrix is a precondition for digital success.

After the latest round of layoffs following COVID and its aftermath we are seeing a big increase in “One Company” campaigns, driven by a desire to get close to the customer and to share costs and resources more effectively.

Irrespective of what you call your organisational transformation; matrix, digital, agile, one company etc.. There seem to be some common directions in the evolution of work.

We will address these in more detail with examples from matrix transformations we’ve run with many organisations in our free New Developments in Matrix Management webinar.

We look forward to seeing you there.

Or you can see more about our matrix management training here.

The post 30 years of matrix management – what’s new appeared first on Global Integration.

It’s easy to be a great company and be seen as an effective leader when times are good. Every time there is an economic shock there are some organisations who have never experienced one before, either because they are young, or they have never experienced a downturn in business before.

Managing a downturn is when you really express your true values, it is when you may have to make difficult choices that impact people’s lives and careers. How do you do this in practise sets a leadership legacy much more powerfully then what you say when times are good.

Some of the Tech Titans have experienced this reality for the first time in the last couple of years when they over-recruited during the COVID period and then needed to downsize. They will live with a cultural consequences of how they manage this period for a long time.

In some cases, how this was handled has demonstrated a lack of depth in people management skills You can get away with some of this when you have great benefits and soaring stock options, but when times are tough it can leave organisations very exposed.

From 1994 when we started the business to 2000 was a period of reasonably consistent global growth and economic prosperity but we experienced a series of economic downturns with some kind of challenge about every five years including;

• Asian Financial Crisis (1997-1998)
• Dot-com Bubble (2000-2002)
• Global Financial Crisis (2008-2009)
• Eurozone Debt Crisis (2010-2014)
• Brexit (2016)
• COVID-19 Pandemic and the pandemic and post-pandemic recession (2020-date)

Maybe this is one reason why over half of small and medium sized enterprises fail within their first 10 years. We are pleased to be part of the 20% that survived beyond 30 years and are still running the business for the long term.

Our approach has always been to dig in, find the customers who are doing well (there is always someone) and preserve the core of the business by protecting our people and staying true to our values, even at the expense of sometimes making a loss.

We do this, because we know that, when things improve, if we have retained our capability, we will quickly bounce back and get back on track.

However, if we lose key people, it can take years to recover and replace them.

When the economy starts to improve, and it always does, many organisations will need to rebuild their team spirit and culture.

They may need to revisit their purpose and values to give a more honest description of what they really believe and how they really act in practise. If you didn’t live up to the values you espoused during the good times, people will give much more weight to what you actually did than what you say – time to be honest.

It’s certainly an opportunity to build your bench strength in people management and leadership and establish real resilience for the future.

We can’t forecast the next downturn, but we can be confident it’s coming in the next 5 to 10 years.

It also seems likely that, whatever the state of the global economy, AI will bring a major shift in jobs, employment and careers which will require careful leadership. We will see an extended period of disruption from this source which will shape the future of our organizations and ways of working.

As always after a difficult period, we are now seeing a new wave of organisation becoming more matrixed and more integrated to share resources, break the silos and “operate as one company”. Matrix management always increases after a downturn and with the legacy of the pandemic it now needs to be exercised in a remote and hybrid environment.

• Organizations – Build the skills and culture now, you are going to need them.
• Individuals – prepare yourself to manage ups and downs every five years or so during your career, being able to manage these transitions and remain employable is very much in your interests – don’t leave it to your organisation alone to do it for you!

The post Learning about leadership – 30 years of ups and downs appeared first on Global Integration.

We were struck during the COVID period at how similar the needs and concerns were of people today to those of the people we interviewed 30 years ago.

In a way that’s not surprising, as the challenges are very human;

• Individuals wondered how do I build relationships, how do I stay visible while working remotely, how do I organise my work?
• Leaders asked how do we maintain team spirit, how do we exercise the right level of control and autonomy, how will I do some practical management tasks like performance appraisal and objective setting?

Having seen these challenges being successfully overcome for over 3 decades it was disappointing that, whilst organisations recognised the challenges, few were doing anything systematic about solving them.

For example, some organisations newer to remote and hybrid working still express concern about creativity, developing remote staff and maintaining informal communication, but aren’t putting in place skills and processes further enable us to do these things successfully in a remote environment. The solutions are out there.

Meanwhile technology has developed apace. 30 years ago, we were largely limited to telephone, e-mail and travel and many of our early programs were about managing without travelling so much. Our founder Kevan Hall averaged 3 countries per week for 3 years in his last corporate job. Today video and online meetings technologies work pretty seamlessly and are widely available.

Those companies who hadn’t introduced these communication tools had a crash course during the pandemic.

Even before 2020 we delivered about 50% of our training through webinars, we actually ran our first webinar 15 years ago. So the transition to virtual delivery was relatively painless for us and now makes up around 80% of what we do.

We remember panicked calls from our clients early in the first lockdowns asking how quickly we could convert our programs to fully virtual, our answer “how about tomorrow?”

In our first virtual teams’ trainings 30 years ago we talked about four barriers to working internationally; distance, cultures, time zones and technology. Today technology is less of a barrier and more of an enabler, it has allowed us to connect more people at lower cost over wider distances.

That is not to say that we all have the skills, for example, to run an effective and participative virtual meeting. These skills are still a work in progress for many (as are the skills of running an effective face to face meeting to be fair).

Many organisations have finally realised that accessing talent irrespective of location makes more sense than recruiting in a smaller, more limited and often more expensive local labour pool. The flexible working cat is out of the bag and there is no going back.

Technology will continue to enable tighter integration of organizations and teams.

Digital transformation requires the ability to collaborate horizontally across the organization. Digital is no respecter of silos, so if you can’t do matrix management you can’t do digital.

We are fascinated by AI and what this will help us do. We are working internally in Global Integration on how AI can make us more deeply human in how we work by freeing us from the routine and bringing more value to conversations with clients and participants.

The rate of technology driven change is unlikely to slow down. The limiting factor will be how quickly people can adopt new technology and adapt their way of working to deliver the potential benefits. This will largely come from skills and new ways of working.

As AI takes over the routine administrative work, what is left will be more human, relationships, creativity and complex collaboration. So called “soft skills” will be at an increasing premium.

• Companies will need to enable their organizations to be more connected, integrated and faster to capitalize on the opportunities that technology will bring.
• Individuals will need to embrace upskilling, flexibility and career change or face becoming obsolete. We suggest you start now by taking some of the host of free AI courses online. When your company introduces AI in whatever form you will be well placed to volunteer for any trials and quickly leapfrog less up to date colleagues.

Buckle up, the next 30 years are going to be a challenge with both risks and rewards.

Keep following our blogs as we celebrate our 30^th anniversary, we will include some opportunities for you to get involved over the next few weeks.

The post Technology revolution, skills evolution – 30 years appeared first on Global Integration.

• The Channel Tunnel, connecting the UK and France, opened to the public
• Nelson Mandela became the first black president of South Africa, after the end of apartheid and the first multiracial elections
• The FIFA World Cup was held in the USA, and Brazil won their fourth title by defeating Italy in a penalty shootout
• The popular sitcom Friends debuted on NBC, and became one of the most successful TV shows of all time
• The Nobel Peace Prize was awarded jointly to Yasser Arafat, Shimon Peres, and Yitzhak Rabin for their efforts to create peace in the Middle East
• The first ever PlayStation console was released in Japan on December 3, and revolutionized the video game industry

In 1993 the European Union had established it’s single market – abolishing border controls between member countries, and launching free movement of people, goods, services and capital. This stimulated a huge wave of integration of European businesses, moving from single country focused organizations to European ones. Suddenly it was both easier and more necessary to coordinate across geography; international, remote and matrix working became much more common.

As a manager at Mars Inc in the early 90s, our founder Kevan Hall was living in Strasburg in France (a Brit enjoying freedom of movement – remember that?) and operating as part of a global team. He was travelling every week, reporting to a steering group of HR directors (think herding cats), leading a remote team and encountering new cultures as Mars started to build businesses in Eastern Europe after the fall of communism.

The technology to enable remote working was rudimentary. Teams relied heavily on e-mail, telephone and travel. Video conferencing existed but wasn’t in widespread use or very capable. Kevan’s personal travel budget in 1993 was just under €200,000 at today’s values, it was pretty inefficient and tough on family life, but (on balance) a lot of fun.

He thought there must be a better way and tried to find training in this new way of working for his team, but it didn’t exist. After complaining for about 6 months, he realised this was a gap in the market and decided to start Global Integration by launching the world’s first remote and virtual teams training. It was an immediate hit.

1995 to 2000 was the technology / dot.com boom, fuelled by the widespread adoption of the Internet. Many of today’s most successful technology companies started to grow outside of their home markets and to develop overseas operations. We helped them build new international management capability.

Since then we have expanded into most industry sectors and geographies, training hundreds of thousands of participants and working with hundreds of leading organisations focusing on remote, hybrid and virtual teams, matrix management, and finding purpose and engagement in a complex world of work.

Our training and books have helped people cut out unnecessary travel and meetings, take ownership for their own clarity, empowerment and engagement, and build confidence and capability in navigating increasingly connected and complex organizations.

In 2024 we are celebrating our 30^th Anniversary with a series of blogs and activities. Keep reading our blogs for opportunities to get involved over the next few weeks.

And if you have worked with us over that period, thank you, we plan to be around for the next 30.

The post What happened in 1994 that changed leadership practice appeared first on Global Integration.

We wanted to start by establishing our philosophy around using the tools, we don’t see this as a way to reduce jobs, we’ve always been pretty lean, and we see this as an opportunity to improve the quality of our work.

We agreed on two important principles

• We want to use AI to automate the less interesting parts of our roles, to release time to do the things we always wanted to do (but couldn’t because we were doing lower value tasks) – creating on average more interesting roles
• By automating the routine stuff, we want to use AI to make our work more deeply human, to focus on the relationships and the interactions with people

We think this fits well with our focus on helping people find purpose and engagement at work.

We don’t think that AI will replace the need for what we do, but we do think that the training companies that choose to use AI will replace the ones that don’t.

Next, we had a play. There are lots of good “Cheat Sheets” for asking effective prompts (the questions you ask AI). Asking questions in the right way is critical to getting good quality responses.

We each used AI to explore the likely impact of the technology on our roles and used that to build confidence and competence in asking the right questions and interpreting the answers (sometimes AIs make things up so you need to check the sources of anything you’re going to rely on), we also learned to treat the tool as a back and forth conversation and not as just a new form of search

Then we had what we call an excursion, or safari.  When you are introducing a change, it can sometimes be hard to visualise the opportunity, so it’s good to get out and experience a different world to make the possibilities more real.

We had a demonstration of Gong, an AI driven platform that will enable us to build even better understanding of our customer needs and questions, give live coaching to our people, automate some routine sales administration tasks, and enable us to spend our customer facing time totally focused on the human interaction rather than on taking notes and following processes.

It will also give us an improved ability to look across all the conversations we have with customers to see patterns and common needs more quickly.

Gong was a great fit for our philosophy of automating the routine and focusing on being more deeply human. We quickly made the decision to invest in this tool and integrate it into our tech stack.

Our discussions also brought it home to us how important it is to have good quality source data for an AI to search through. We made the decision to be an early adopter of Microsoft Co-pilot which integrates AI into the Microsoft Office 365 products such as word, outlook, excel and PowerPoint. This will allow us to use AI to consolidate information across our internal documents and, for example, automate the process of summarizing Teams calls and agreed actions.

We are looking forward to learning how we can integrate this into the way we work.

It was important to us that both Gong and Co-pilot preserve the privacy of our conversations and customer information and don’t share this information outside of our systems.

We will also explore opportunities for  the use of AI in the delivery of our programs in the future. There is no doubt it will impact the way we work together in the future.

We are running an experiment in making our IP on effective meetings available to Mscore (a company we invest in) to look at developing an AI capable of analysing the quality of meetings and providing recommendations.

It was a very worthwhile process; we found a positive philosophy that everyone could buy into and built some real enthusiasm for using AI in our business.

We will focus on integrating the new tools and learning how they can help us be more deeply human in the work we do.

We hope our customers will see the difference and we encourage all of you to do something similar within your own organisations. AI is a source of anxiety for some and excitement for others, but there is no doubt it’s going to have a growing impact on company competitiveness and careers. As individuals and organizations we need to get out in front of this and shape the use of the tool to meet our needs.

As with all technologies there may be a tendency to overestimate the impact in the short term and underestimate the impact in the long term (Amara’s Law), but we believe that a choice not to engage with AI brings the risk of slow obsolescence.

What are you doing in your organisation to open up discussion about the use of AI.

The post How we will use AI to be more deeply human appeared first on Global Integration.