Sabrina Geremia is the vice-president and country managing director at Google Canada.
For decades, many technology rollouts in business have been top-down processes, with fixed instructions outlining the specific tasks and problems it can solve for us. Generative artificial intelligence is different. The value is unlocked with a hybrid approach, combining a top-down strategy and governance with employee grassroots innovation. It’s an exciting shift that moves us away from simply following a manual and toward a culture of creative problem-solving.
Companies that have successfully adopted AI have realized that the recipe for success is one part technology and three parts change and culture. Rolling out AI is not just a technical project but a human-centric transformation that requires bold leadership accompanied by a rigorous change management approach.
As leaders across Canada look to scale their own AI transformations this year, there are some successful examples they can follow to manage this change and motivate their teams.
Appoint an AI leader
Driving real results with AI starts with the C-suite recognizing the importance and having a plan in place on how AI can accelerate existing business strategies. Naming an executive responsible for turning AI’s potential into financial outcomes also has a galvanizing impact. This leader is responsible and accountable for driving strategy, governance, building AI fluency and ensuring every AI initiative is tied directly to a business goal.
At Google, we recently appointed a vice-president of AI transformation to work across the company to reimagine how work gets done. Similarly, at Thomson Reuters their HR and technology leaders work together to co-lead their transformation. Structures will differ but the objective should be that AI is treated as a core business opportunity receiving dedicated, C-suite attention and accountability.
Encourage AI fluency
A successful transformation requires the entire organization to be fluent in AI, from HR and marketing to operations and finance. Not everyone needs to build a large language model, but they need to understand how to apply it to their specific role.
Small, consistent efforts build this muscle across the company. You can encourage employees to take micro-credential training programs such as Grow with Google’s AI Essentials or you can host manager hackathons to build new prototypes to improve workflows. Most importantly, give your teams the time and space to learn and experiment. This may seem like a luxury in today’s fast-moving world, however, it’s an investment of time today that pays dividends tomorrow.
Find and showcase your early adopters
Leaders also need to reframe the conversation around productivity. The goal needs to move beyond automating tasks to amplifying talent. Stanford University researchers studying AI adoption found that people are significantly more comfortable using AI when a colleague or manager shows them how it solves a concrete, high-value problem.
As leaders, we need to find our early adopters who are already using AI effectively and give them visibility. At Google, we celebrate sales teams at our annual innovation awards, highlighting the AI-powered solutions they’ve built to help clients drive business results. Other functions host AI demo days to share knowledge and build engagement across teams. When people see a peer using AI to solve a relatable task, skepticism quickly moves to adoption.
Ultimately, the successful shift from AI experimentation to scaled adoption largely depends on the culture we cultivate. By appointing clear leadership, fostering fluency and empowering our internal early adopters, we increase trust in the tools as well as excitement for what we can build together. In doing so, we create more resilient businesses and more rewarding career opportunities for Canadians.
This column is part of Globe Careers’ Leadership Lab series, where executives and experts share their views and advice about the world of work. Find all Leadership Lab stories at tgam.ca/leadershiplab and guidelines for how to contribute to the column here.