With whispers of Chat-GPT 5 just around the corner, generative AI continues to surprise with its many promises. For the time being, however, it is raising questions for CIOs, who are seeing some of their prerogatives slipping out of their hands, or even slipping away. To preserve strong integrity in corporate governance and anticipate the risks incumbent on AI failures, it is urgent for IT departments and human resources to apprehend new organizational modes and talent management in phase with AI projects. Clearly, successful AI-related projects are the fruit of a balanced marriage between the acculturation of all teams and the definition of clear orientations on the part of the management team. The latter must first acquire new skills and carry out an introspection of its organization to succeed in its strategy to platform services using AI technologies. It must also promote the integration of new, more cross-functional professions within CIOs and project groups dedicated to AI.
CHIEF DATA & AI OFFICERS: REDEFINING ROLES
This shift cannot take place without a priori training in AI and, at the very least, in the use of generative AI: even before knowing how it will be used by employees, they need to master its fundamentals. Because AI will inevitably be everywhere: it was the same with electricity, then the Internet. It is therefore by promoting its use that it will be possible to provoke new strategies, stimulate the creativity of teams and relieve them of low value-added tasks. According to Gartner analysts, implementing AI in IT services, for example, could reduce the volume of tickets by up to 30%. AI is therefore inviting CIOs not only to reorganize, but also to drag the whole organization along with them as they integrate new businesses. And this starts with redefining the roles of Chief Data & AI Officers (CDAIOs). In addition to developing AI strategies aligned with business challenges, they must ensure that teams are trained in AI issues, while guaranteeing the ethical, responsible and secure use of data, across the entire value chain. Needless to say, the need for cross-functionality in the AI governance professions is unquestionable.
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