Also, don't forget about the company's

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This transition of roles is certainly a complex and difficult task. In large organizations, HR will have to look after tens of thousands of people in order to find new talent and develop employees. The HR manager also needs to understand phone numbers in philippines how to evaluate technical specialists on the basis of their professional skills, not their ability to manage a team.

finances. Previously, IT projects were large, and when they were launched, long discussions were held, and then a business case was created, huge sums were allocated for financing and a large team was built. Recently, everything has changed: the distribution of funds goes through the financing of each individual team as long as their work brings benefits to the company.

New responsibilities arise and senior managers are needed to manage risk, compliance, and regulation. They get dozens of small teams that are implementing innovations and are forced to identify potential risks that accompany their work. So that a few months into the project, they do not have to tell the team that the results of their work cannot be used due to non-compliance with, for example, data privacy policies.

In general, when a company moves to a distributed innovation model, all senior leaders have new challenges. And everyone will have to make changes in their area to make the whole system work.

Final words
To successfully achieve digital transformation and implement artificial intelligence into a company’s business processes, leaders must understand what problems they want to solve and also change the structure of the organization so that it is ready for constant change.

At the same time, many of them often cannot quickly define a clear strategy for the company's development due to the significant complexity of the technology sphere. Should we abandon conventional AI in favor of generative AI, what does a data engineer do, is Agile still relevant - these are all real questions that are asked at meetings.

For those companies that are just starting their digital transformation, McKinsey experts advise following a “slow haste” strategy. Create a knowledge base and communication language to achieve a common understanding of the new technology, or turn to the successful experience of colleagues to gain confidence that they can repeat it.