Part 2 – Organizational Agility

Continued from Part 1 – Transformation Crosswords

To leverage AI in various forms, the leading companies have dynamic environments, anticipate market changes, adapt fast, and deliver personalized solutions. Organizations need digital leaders who support agility, can leverage collective intelligence (human with non-human), know how to motivate in hybrid environments and succeed at leading human creativity alongside machine precision.

Digital Leadership

In Part 1, we mentioned digital leadership; let’s discuss that. Digital leadership involves the approach, actions, and attitudes necessary for leading competent, high-performance teams in today’s dynamic digital business environments.

A dynamic organization’s leaders curate a culture that focuses on three core areas: agility, data-informed insights, and customization at scale.

Agility: Merging human intuition with AI capabilities

Relying on technology without considering causal understanding and good judgement that comes with experience, emotional intelligence, and human creativity has consequences. To be agile, merging humans and machines into a collective, collaborative intelligence is the sweet spot.

Leaders must know that their handy conversational bots may drive away consumers who do not feel they are getting the immediate attention a human used to give. Being agile means being flexible in all approaches and focusing on the goal, not the technology – what are you trying to achieve, and does your solution benefit from the merge of human and non-human intelligence?

Data-Informed Insights: Intelligent data, industry knowledge and experience.

I rarely use the words data-driven. Poorly collected and categorized data is limiting and comes at the expense of industry knowledge and causal understanding (the relationship between more than one event and the practical results). We want our decisions to be well-informed from carefully curated data. However, depending on data alone and not paying attention to nuance and context means you are failing to consider the decision from both quantitative metrics and qualitative insights. The organization needs digital leaders who understand collective intelligence’s critical importance and how it will lead to better decision-making.

Customization at Scale: Personalizing employee and customer experience.

By analyzing vast amounts of data, businesses can deliver highly personalized interactions across the employee and customer journeys. The customer experience (CX) in the age of AI is constantly improving as the LLM and AI models improve. Genysis reports that Gen AI and other AI solutions are redefining how consumers and business leaders view CX. They highlight that out of the 1000 CX leaders surveyed:

  • 83% believe AI will be a clear differentiator for them in the future
  • 59% expect that adopting AI in CX will lead to increased customer loyalty and lifetime value
  • 70% report that AI is helping their journeys feel more empathetic to the customer
  • 69% say their organization has a plan for ethical AI deployments

Hyper-personalized experiences and customer journey mapping across channels require precise data collection. The data collected must follow privacy regulations, but the benefits are significant for organizations wanting to keep their customers loyal. The high-end boutique hotel industry has known this for years; now, the capability is democratized for businesses large and small, and customer-centric software platforms have incorporated these AI capabilities in a fury over the last three years.

Agility, data-informed insights, and customization are changing the workplace by merging human and non-human intelligence into a collaborative and efficient environment. The goal is for digital leaders to understand how to achieve this by gaining the essentials of digital leadership designed to guide their high-performing teams.

To employ the best talent, leaders must be skilled at motivating, inspiring, and collaborating in hybrid and remote situations. Filling the skills gap and fighting for talent will demand it. We are still in the early stages of the AI revolution, and organizations must close the gaps in old-style management training and build on the essentials of agility and resilience in their leadership styles. Companies need digital leaders.

Continued in Part 3 – Building Resiliency

Contact Patti if you want to learn more about the critical role of Digital Leadership in future-proofing your organization.

Tag/s:Business Transformation, Future of Work, Organizational Change, Personal Development, Readiness,