Why strategic AI implementation transforms workforces, and rushed adoption falls short

Beyond the AI hype: AI’s potential to revolutionise business operations is real, but realising that potential requires treating it as a strategic capability rather than a technological shortcut, writes Patrycja Sobera.

AI is being celebrated for its abundant potential; however, a troubling disconnect is emerging in corporate boardrooms and IT departments across Australia. Despite 73 per cent of businesses planning to increase investments in emerging technologies, including AI, only 26 per cent of organisations report that the technology is used widely across their organisations.

The root of this problem lies in how organisations approach AI adoption. Too many companies treat this technology as a quick fix rather than a comprehensive business transformation that requires strategic planning, a realistic deployment strategy and workforce development. This rush-to-implement mentality creates a dangerous cycle: increased AI spending without the foundational elements needed for success, leading to disappointing results that reinforce scepticism about AI’s value.

Strategic AI planning

Effective AI implementation begins with identifying which business functions are best suited for AI use, rather than applying it broadly without focus. The key lies in asking the right questions. Instead of asking “What can AI do?” organisations should ask “How can AI help us achieve our business objectives, and which challenges can benefit the most from the use of AI?” This shift inherently changes how AI is used and provides clear direction for business leaders and employees.

When evaluated through three critical lenses – impact, experience, and prioritisation – AI can deliver measurable value for businesses and their employees. These three lenses work together to create a comprehensive evaluation framework, ensuring that organisations can confidently introduce AI as a reliable tool.

First, organisations should evaluate the impact AI would have on business functions, identifying areas where the technology would be most useful. This stage should be targeted, with business goals leading initiatives. Additionally, success should be measured based on what delivers the greatest value to customers, employees, and stakeholders.

Next, organisations must focus on employee and customer experience. Consider areas where top challenges and time-consuming bottlenecks exist; these are areas where AI could be most helpful. Take expense reporting as an example, which is widely regarded as a frustrating, time-consuming, manual process. This represents an ideal opportunity for AI because it combines high employee friction with clear automation potential.

Finally, it is important to remember that integrating AI across an organisation cannot occur all at once. Prioritising key initiatives will help leaders better align on how AI can support business priorities, ensuring meaningful results.

Strategic implementation over rapid deployment

Despite its numerous benefits, like any evolving technology, AI poses uncertainties. Modern technologies can be expensive and difficult to deploy across an employee base, making it critical that the technology is rolled out correctly so that critical resources are not wasted.

Organisations must prioritise strategic, phased rollouts that can be measured for effectiveness over the long term. In practice, this calls for careful attention to data preparation, governance, infrastructure readiness, and staff training. By understanding how employees currently use AI tools, obstacles slowing adoption and employee perceptions of the technology, organisations will be better equipped to meet client needs, meet security requirements, and advance overall growth.

Building tomorrow’s AI-ready workforce

While businesses are facing external pressures to streamline costs, budgets for employee education and training should remain intact. Developing training programs that create tech-enabled workforces across all organisational levels, regardless of job titles or seniority, is needed now more than ever to ensure employees understand how and when to use AI effectively. Through online, instructor-led and forum-based training, companies can help employees master skills necessary for AI-augmented work environments.

Employees see immense value in these training sessions, with Unisys research revealing that 79 per cent of employees believe gaining AI skills will accelerate their career development. Furthermore, organisations that combine AI with strong leadership, clear policies, and training programs achieve significantly better results than those that rush implementation without employee preparation.

AI’s potential to revolutionise business operations is real, but realising that potential requires treating it as a strategic capability rather than a technological shortcut. Organisations that take the time to implement the technology correctly will be better positioned to leverage AI’s true power, while those rushing implementation risk costly disappointments.

Patrycja Sobera is the senior vice president and general manager of digital workplace solutions at Unisys.