Corporate culture: the only way to develop genuine AI expertise

AI expertise must be part of the company. This is not only required by law, but also by business sense. But real value creation through artificial intelligence requires more than just courses. A culture is needed. Which one, explains ML Gruppe expert Beate Gleitsmann.

The full potential of AI in the company can only be exploited together. Company managers know this and so there are many declarations of intent. And yet innovation then gets stuck halfway.

Why?

While the idea of a culture of AI use is reflected in the social desirability of AI use, it should not be overlooked that the transformative power of AI does not take hold in a “culture-less space”. In short, simply stating that AI has a role to play in the company from now on does not achieve much.

A corresponding culture is needed.

No new behavior without cultural change

The role that corporate culture plays in the implementation of new behaviors in companies has been investigated in empirical studies – including a cross-industry survey in Germany (see Gleitsmann, 2006).

These studies show that implementation measures at employee level do not directly influence their behavior. They only have an effect if the corporate culture is also “AI-ready”.

However, this also means that it is not possible to directly control employee behavior. This is because they initially reflect on all measures against the background of the values and standards that exist and are accepted within the company.

The corporate culture therefore acts as a mediator of impact relationships.

Internal measures can promote the targeted development and implementation of a corporate culture geared towards the use of AI. However, managing these behaviors is a demanding and lengthy process that requires a continuous, holistic deployment of measures. A temporary project organization and selective AI training courses are not sufficient for this.

In view of the high relevance of internal measures, it is clear that the development of an AI-oriented corporate culture is an ongoing task that must be actively pursued by management. This is the only way to sustainably anchor AI-oriented content and establish a corresponding corporate culture.

TIP: This is where ML Gruppe with training management and transparent performance measurement can help to bring this culture into your company.

Different levels require different training

The research results also provide important starting points for the targeted segmentation of employees. The development of an AI-oriented corporate culture can be accelerated by consciously selecting suitable employees.

Employees with a strong influence on the corporate culture – so-called culture promoters – are particularly suitable for this.

This also means that managers in particular not only understand the importance of AI, but also have the willingness to actively anchor it in the organization.

When introducing AI, management should therefore ensure that culture promoters are involved from the outset, as their enthusiasm and ideas will quickly infect other employees. Similar to a sprinkler system, the use of AI can spread throughout the entire company.

Mistakes are part of the learning process

Promoting an innovative corporate culture in which change is a matter of course and mistakes are seen as part of the learning process is also crucial for the successful use of AI. Employees must be encouraged to try out AI – through access to suitable tools and the opportunity to openly communicate their experiences.

Mistakes should be recognized as learning opportunities, as they promote creative thinking and reduce reservations when dealing with AI. Management plays a central role here.

Management must exemplify a culture in which change is viewed positively and encourage employees to be creative and experiment with AI. When ordinary meetings turn into hackathons and promptathons, this is a sign that the corporate culture is moving in the right direction.

Another essential aspect is the establishment of AI governance. Companies must formulate clear guidelines for the use of AI and the handling of sensitive data. Employees should be aware of the limits and risks of AI and understand that the responsibility for the output ultimately lies with them.

Conclusion

The immense potential of AI can only be tapped together. Inhibitions in dealing with this technology must therefore be consistently removed. In view of the rapid pace of technological development, it is crucial that employees continuously expand AI skills and acquire new knowledge on an ongoing basis.

At the same time, however, the corporate culture must be permanently changed. Management must actively shape it. Cultural promoters, fault tolerance and clear guidelines help here.

Companies that successfully master these challenges can not only increase their efficiency and competitiveness, but also break completely new ground in value creation.

Do you want to change your corporate culture?

ML Gruppe safely builds up the AI skills in your company. We can provide advice or take over the entire training management. We use clear measurements to demonstrate success.