Since the start of the year, without exaggerating, I have seen more than 22 articles on what leaders or HR need to be doing to take advantage of AI. I am all for AI and its potential, but I wonder if we have yet to focus on the instrumentality of change rather than the structure of change. The adoption rates remain modest despite the plethora of advice on AI and its potential impact on work practices. According to a survey by CIPD, only 29% of UK senior decision-makers reported investing in AI and related technologies between 2019 and 2022. The figure may have changed in the intervening period, but not much. I then started to think about what employers can do to stay relevant regardless of their adoption rate, and perhaps lessons could be drawn from the various industrial revolutions we have experienced in the world of work. 
 
It occurred to me that perhaps we should focus on enabling an environment for digital transformation rather than the instrumentality of AI. Sure enough, I found an HBR article titled 'Digital Transformation is not about Technology'. The article contributed to my thinking, drawing parallels with historical industrial revolutions to provide valuable insights. Each industrial revolution is marked by a transformative shift in how societies organised production, communicated and lived. Today, in the Fourth Industrial Revolution, characterised by the integration of AI, the Internet of Things, and advanced robotics, the principles of adaptability, agility, listening, curiosity, entrepreneurial mindset, and leadership remain paramount. 
 
Adaptability and Agility: From Watt and Boulton's innovations in the First Industrial Revolution to General Electric's diversification in the Second, and IBM's adaptation to computing in the Third, the characteristics of successful organisations evolved. Microsoft's transition from dominating the software industry to becoming a significant player in cloud computing exemplifies the agility needed in the Fourth Industrial Revolution. This agility is required in decision-making to enable rapid prototyping. Traditional hierarchies could hinder digital transformation, as they impede extensive experimentation on interdependent parts. 
 
Value of listening- The lessons from successful digital transformations in various sectors highlight the importance of leveraging employee voices and taking a customer-centric approach. Similarly, leaders should involve employees in redesigning workflows and seek in-depth customer input to drive transformation. 
 
Valuing curiosity and entrepreneurial mindset: The CIPD survey sheds light on the stark reality of AI adoption, emphasising the need for a paradigm shift in mindset. HR professionals and senior leaders are pivotal in enabling this. One common challenge is employee resistance fuelled by fears of job insecurity, but curiosity channelled by motivation drowns the fear. Many of us will know the story of the HP pocket-sized calculator and how that revolutionised the world at that time and set the scene for electronic instrumentation and computing. Imagine if Fred Billings and his team were in a stifling work environment.  
 
At this point in my writing, I realised that all of these are human skills that start with leadership and culture. Leaders and HR professionals play a crucial role in fostering a culture with the right behaviours to support digital transformation in readiness for change. Framing new technologies as tools for skill enhancement and as an instrument for structural change. 
 
I started this article with how we prepare for AI but am reminded of the movie Matrix. We have a choice between taking the red (human skills for success) or the blue pill (jumping on the technology bandwagon). The red pill, offered by the character Morpheus to the protagonist Neo, represents the choice to embrace the harsh truth of reality, no matter how difficult or unsettling it may be. Taking the red pill signifies a willingness to break free from the illusion of the Matrix and confront the challenging and often painful reality outside. On the other hand, the blue pill symbolises the choice to remain in blissful ignorance, continuing to live within the comforting illusion of the adoption of AI being the antidote for success. Taking the blue pill means rejecting the truth and opting for a more comfortable but ultimately false existence. 
 
In conclusion, regardless of whether you are part of the 71% yet to adopt AI or the 29% already invested, preparing for the changing world of work necessitates getting the proverbial house in order with the right behaviours and values. To avoid becoming relics of history, prioritise values-led behaviours over technology, or ideally, view technology as an instrument in this transformative journey. 
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Happy New Year, everyone! It's incredible to think that we have embarked on another orbit around the sun. As I considered what this year held for me and contemplated the idea of making resolutions or setting goals, my curiosity led me to delve into the history of New Year's resolutions and why they are commonly made in January.

In an article from The Economist (January 5, 2018), I read that the tradition of making resolutions dates back over 4,000 years to the Babylonians. They would pledge to settle debts and return borrowed items while seeking good fortune, bountiful harvests, and military success. The Romans later shifted the start of the year from March to January in 46 BC, marking a transition from agrarian cycles to civil rotations.

Recognising that resolutions are malleable concepts that can adapt to different eras, I contemplated whether we could set our intentions at any point and every point in the year; after all, who is watching? Unsurprisingly, around half the populations of Britain and America now make resolutions, with less than 10% successfully maintaining them. Considering the historical flexibility, there's room for an alternative approach for most of us who find it challenging to stick to our resolutions.

I resonate with the idea of a fresh start aligned with the calendar year, so I decided to consider using the word pledge rather than resolution. In contemplating whether to use the term "resolution" or "pledge," I delved into the nuances of these words. A pledge is a solemn promise, while a resolution is a firm decision and determination to do or not to do something. Further exploration revealed that pledges often have a single focus, such as the Hippocratic Oath or the Nicene Creed in Christian traditions. This prompted my second realisation – perhaps a singular focus for the new year reset rather than multiple goals for the year could help improve the statistics on maintaining our commitment(s).

The pivotal question becomes: How do I identify a solemn promise that will resonate/stay relevant throughout the year? The answer lies in reflection. Take the time at the end of the previous year to reflect on personal growth, accomplishments, challenges, and experiences. Evaluate various aspects of your life, from relationships and health to finances, using tools like the Wheel of Life assessment Wheel of Life - Take the Free Assessment

Ask yourself three simple questions: How do I want to grow? What experiences do I seek? How do I want to contribute? Keep your answer simple and ensure it reflects the answers to the three questions asked. Draft a short pledge from your answer, focusing on end goals rather than means goals, which often diverts our attention.

For me, I aim to cultivate curiosity, deepen my relationship with God and the people around me, and contribute to creating better working lives.
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Happy New Year to all! Wishing you a meaningful and fulfilling 2024.
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