Three myths that undermine AI success

"The real AI story in most organizations isn't about algorithms; it's about habits. New tools arrive with impressive demonstrations and confident promises, yet the day-to-day routines that decide what gets attention, who can take a risk, and what counts as a "good job" tend to remain the same. Leaders set up special units, roll out training, or look for quick savings, only to find that the old culture quietly resets the terms. When that happens, early gains fade, adoption stalls, and cynicism grows."

"After five years of operation, the U.K.'s Government Digital Service (GDS) seemed untouchable. Created in 2011, the GDS revolutionized Britain's digital services. With the goal of reenvisioning "government as a platform," it consolidated hundreds of websites into a single, easy-to-use portal, cut waste by forcing departments to unify their platforms, and showed that, with the right attitude, even government agencies could move with the speed of a startup."

Organizational success with AI hinges on habits and routines rather than algorithms alone. New tools often arrive with impressive demonstrations and confident promises, yet day-to-day routines determine what gets attention, who can take risks, and what counts as quality work. Leaders commonly create special units, roll out training, or chase quick savings, but existing culture often resets those efforts, causing early gains to fade, adoption to stall, and cynicism to grow. Three recurring myths uphold those cultures and block deep transformation. The innovation-unit model can deliver breakthroughs under protected conditions but often fails to scale because outsider status prevents organization-wide adoption.

Read at Fast Company