The role of Line Managers in AI Adoption
Updated: Jul 7
Change Management theory describes line managers as ‘the heart of the organisation’. Many line managers have been with their organisation for years and have risen through the ranks and invested time and hard work into the organisation and its success. They directly liaise with staff and their words and actions have impacts on employees on an emotional and physical level. They set the tone for the department in terms of behaviours and ways of working that helps allow a sub-culture to evolve.³
During AI transformation, target operating models (TOMs) are a usual requirement as this aligns all facets of the organisation with the new AI technology. Line managers are typically responsible for designing and implementing TOMs and this could be a complex and lengthy exercise in some instances. It is therefore imperative, that line managers are engaged early in the AI transformation process so they have time to digest what the change means for them and the TOM, which includes employees. This act is classified in the change management space as ‘process of adjustment’ which all persons go through when faced with change.³
Failure to include and engage with line managers early on, may create blocks to AI adoption for the department and negativity could spread throughout the organisation if these line managers have significant political power and sway over others.
For successful AI adoption within a department, we have outlined four (4) of six (6) tactics that line managers should do.
Act as a role model and be a visible advocate for the new technology and ways of working ³
Employees will be motivated to follow the lead of an enthusiastic line manager who uses AI systems, is genuinely curious and tries new things.
Provide ideas and give feedback on the practicalities of implementing the AI system to the AI Transformation Lead
Line Managers generally know their department processes and how things are done, so they are best positioned to provide this information to help shape the solution and its deployment.³ This makes the AI system fit for purpose and enhances the likelihood of adoption.
Communicate details about the AI transformation to the department
Communications should include - what solution will be implemented, what processes and ways of working will change in the department and how persons will be affected and supported. This is absolutely critical and Hyatt and Creasey (2003) outlines this truth in the summary of factors contributing to change management success, Cameron and Green (2009) comment:
‘One of the most striking conclusions to draw is that employees need to hear about change from two people – the most senior person involved in the change and also their line manager. The senior manager is best suited to communicating business messages around the change, whereas the employee’s line manager is best suited to communicating more personal messages. This ties in with the notion that the overarching vision and strategic direction once communicated needs to be translated into a local context.’
Similarly, line managers should allow employees to raise any concerns without fear of being penalised and answers to their questions should be provided.
Monitor adoption, benefits / disbenefits and raise any concerns with the AI Transformation Lead and Leadership.
This action gives the line manager clarity of uptake of the AI system in the department so solutions can be derived to tackle any issues or resistance and achieve greater adoption.
The role of the line manager in AI adoption is therefore very important, and active involvement of these individuals is the secret weapon for successful AI adoption.
Further information on all tactics is available through our enterprise strategy consulting workshops.
References
[1] Ester Cameron and Mike Green (2009) Making Sense of Change management: A complete guide to the models, tools and techniques of organisational change, Kogan Page
[2] Jeffrey Hiatt and Timothy Creasey (2003) Change Management: The People Side of Change, Prosci Inc
[3] Richard Smith et al (2015) The Effective Change Manager’s Handbook, Kogan Page
