A responsible approach to AI adoption

Successful AI adoption hinges on change management frameworks combined with specialised knowledge of the evolving AI landscape and ethical principles.  This increases complexity of obtaining buy-in and use of AI systems and demands that strategies and approaches are flexible and relevant to the current AI climate.

At present, the integration of AI systems into organisations will fundamentally shift all facets and produce new structures and job roles, and will require new skills.  Furthermore, the AI agenda in most organisations may be driven from the top, with leaders mandating the use of AI tools. Therefore:

1. Leaders should set the AI vision and ensure alignment in all areas of the organisation.  As discussed in the thought leadership article ‘The role of Leadership in AI adoption’, this approach from an enthusiastic and visionary leader could inspire employees and positively affect adoption.

   
   

Furthermore, the responsibility for AI adoption should not rest entirely with leaders.  Leaders should be supported by key individuals or a formal body / working group such as an AI Council.

2. AI Councils consist of key individuals across the organisation that discuss and align on the AI strategy, governance, policies, tools, implementation strategies and desired outcomes.  Individuals from legal, governance, strategy, risk, technology, data and transformation as well as AI Champions can be a part of the council. This unique mix of individuals can help ensure that AI systems are responsible and ethical and launched in a manner that will facilitate adoption. ³

The nature of work and skills may also be affected.  New AI specific roles will be needed to ensure compliance, development and testing of AI systems.

4. Organisational Development teams are essential for providing relevant training for employees that will be using AI systems.  This could be application specific training such as Co-pilot or continuous upskilling in new fields such as AI Ethics and compliance.

5. Line Managers should also encourage employees to upskill their knowledge in AI using popular courses on LinkedIN, University short courses and by attending conferences and events.  This is how AI Champions are created, nurtured, have confidence to help train colleagues and speak confidently about AI systems, thus facilitating adoption.

   
   

With the implementation of new systems, resistance can occur. This could be in the form of audible unhappiness, disengagement or sabotage. ⁴ Resistance can occur as a result of many factors:

• Feelings of loss of the ability to do the role and think critically  ¹

• Fear that using AI systems will result in data collection and training, which could render possible redundancy  ²

• Overall lack of trust in AI systems

6. Townhalls, panels and forums can address these concerns with Leaders, Heads of Technology, Data and the AI Ethicist present to answer questions and reassure employees.  This can also inform further tactics for AI adoption.

Successful responsible AI adoption requires a multi-faceted approach by all layers of the organisation, integrated change management tactics and specialised AI knowledge.  Further information on a full AI adoption strategy can be provided during enterprise strategy consulting engagements.

References

[1] Amir Michael et al, 'Beyond the Hype: How AI will change your leadership journey' (Panel discussion at Durham University Business School, Durham, 30 June 2026)

[2] Einat Albin, 'Reimagining the Future of Work : Towards a Right to Shape AI' (Panel discussion at Jesus College, University of Oxford, Oxford, 25 June 2026)

[3] Forbes. (2024) Why Organizations Need An AI Council—And How To Form One Available at:https://www.forbes.com/councils/forbestechcouncil/2024/07/10/why-organizations-need-an-ai-council-and-how-to-form-one/  (Accessed: 5 July 2026).

 [4] Richard Smith et al, The Effective Change Manager’s Handbook (Kogan Page 2015)