Capturing, documenting, and distributing knowledge at scale is critical to organizational success with AI. Yet our survey showed only 16% of respondents say their workflows are extremely well-documented. The highest barriers to proper documentation are a scarcity of time, cited by 40% of respondents, and a scarcity of tools, cited by 30%.
The challenge of integrating recent technology with old processes was perfectly illustrated in a recent meeting I had with a Fortune 500 executive. The corporate is pushing for significant productivity gains with AI, but it surely still relies on an outdated collaboration tool that was never designed for teamwork. This example highlights the very challenge our survey uncovered: Powerful AI initiatives can stall if teams lack modern collaboration and documentation tools.
This disconnect shows that AI adoption is about greater than just the technology itself. For it to really succeed enterprise-wide, corporations need to supply a unified space for teams to brainstorm, plan, document, and make decisions. The basics of successful technology adoption still hold true: You wish the fitting tools to enable collaboration and documentation for AI to really make an impact.
Collaboration and alter management are hidden blockers to AI implementation
An organization’s approach to AI is perceived very in another way depending on an worker’s role. While 61% of C-suite executives imagine their company’s strategy is well-considered, that number drops to 49% for managers and just 36% for entry-level employees, as our survey found.
Similar to with product development, constructing a successful AI strategy requires a structured approach. Leaders and teams need a collaborative space to come back together, brainstorm, prioritize probably the most promising opportunities, and map out a transparent path forward. As many corporations have embraced hybrid or distributed work, supporting distant collaboration with digital tools becomes much more vital.
We recently used AI to streamline a strategic challenge for our executive team. A product leader used it to generate a comprehensive preparatory memo in a fraction of the standard time, complete with summaries, benchmarks, and suggestions.
Despite this efficiency, the AI-generated document was merely the inspiration. We still had to fulfill to debate the specifics, prioritize actions, assign ownership, and formally document our decisions and next steps.
In accordance with our survey, 23% of respondents reported that collaboration is incessantly a bottleneck in complex work. Employees are willing to embrace change, but friction from poor collaboration adds risk and reduces the potential impact of AI.
