
5 myths holding back GenAI in the workplace
Here’s what leaders need to unlearn to scale AI across their organizations. ...
by Michael D. Watkins Published January 9, 2025 in Brain Circuits • 3 min read
Skilled AI professionals – data scientists, machine learning engineers, AI product managers – are in short supply. Even when you recruit them, retention can be difficult. Build strong recruiting pipelines through university partnerships and specialized training programs. Offer compelling career paths and a culture of innovation to keep top talent engaged. If you can’t hire the talent you need, find the best external partners to work with.
Implementing AI inevitably triggers fear and skepticism. Employees worry about losing autonomy or being replaced. To reduce resistance, communicate clearly how AI augments their work, share quick wins from pilot projects, and celebrate early adopters.
Successful AI implementation requires cross-department coordination among IT, finance, marketing, and others. Siloed data and conflicting goals slow progress. Create and staff cross-functional teams with the right leaders. Pair domain experts with AI professionals to align solutions with real business needs.
Many roles will require at least basic AI literacy. Offer in-house academies, online courses, and hands-on workshops so employees can apply what they learn directly to their tasks. This democratization of AI skills boosts efficiency and morale.
Automation will likely consolidate work and eliminate roles. Be transparent about the potential for displacement. Where possible, redeploy or reskill affected employees to retain institutional knowledge. Showing empathy – through career counselling or severance options – helps maintain trust with your remaining employees and preserves a positive employer brand.
The technical side of digital transformation isn’t easy, especially when you need to clean up and harmonize your data. This is especially true of AI, which is becoming a competitive necessity. Success is not just about algorithms, but also about how people adapt, collaborate, and evolve alongside emerging technologies. Addressing these five workforce challenges will enable you to lead your organization into a more innovative, resilient future in 2025 and beyond.
Professor of Leadership and Organizational Change at IMD
Michael D Watkins is Professor of Leadership and Organizational Change at IMD, and author of The First 90 Days, Master Your Next Move, Predictable Surprises, and 12 other books on leadership and negotiation. His book, The Six Disciplines of Strategic Thinking, explores how executives can learn to think strategically and lead their organizations into the future. A Thinkers 50-ranked management influencer and recognized expert in his field, his work features in HBR Guides and HBR’s 10 Must Reads on leadership, teams, strategic initiatives, and new managers. Over the past 20 years, he has used his First 90 Days® methodology to help leaders make successful transitions, both in his teaching at IMD, INSEAD, and Harvard Business School, where he gained his PhD in decision sciences, as well as through his private consultancy practice Genesis Advisers. At IMD, he directs the First 90 Days open program for leaders taking on challenging new roles and co-directs the Transition to Business Leadership (TBL) executive program for future enterprise leaders, as well as the Program for Executive Development.
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