the introduction of generative AI brought
Posted: Sun May 25, 2025 7:11 am
a new challenge: finding that sweet spot between speed and scale.
At launch, Autodesk’s AI implementation was well received, yet engagement fell over time as the excitement cooled. The big buzz and abrupt crash of interest in AI alerted CIO Prakash Kota to understand why users weren’t embracing new capabilities, and if the reasons were related to trust.
To build that trust, they created compelling use cases to show how AI can help employees in their daily work, according to Kota: “While we want to keep delivering and taking advantage of AI, we also want to learn. It’s about creating champions across different business divisions that can go back and share stories of how impactful it is to consume some of these capabilities.”
As such, start with AI implementation use cases that make a measurable difference for your employees. It’s critical to demonstrate not only a healthy dose of eagerness but also the value and potential to afghanistan phone number list scale.Tip #2: Build a core team first with reps from various departments open to AI
Though AI gained popularity within tech, some remained hesitant. At Okta, it was the latter: when introducing AI, it was met with initial resistance from certain parts of the business.
CIO Alvina Antar emphasized the importance of strategic planning, especially around AI implementation. Instead of trying to tackle every aspect of AI all at once, it’s better to start by working with various parts of your business that are open to exploring AI’s potential.
This will help create a favorable environment for new technology — one with more sponsorship and less fear. And it’s better to place your people in a position to be proactive with new technology, rather than leaving them to figure it out on their own.
To that end, Okta first began by establishing a core team of individuals from different departments, including business technology, R&D, and customer-first teams. This gave each business unit a voice in the process.
At launch, Autodesk’s AI implementation was well received, yet engagement fell over time as the excitement cooled. The big buzz and abrupt crash of interest in AI alerted CIO Prakash Kota to understand why users weren’t embracing new capabilities, and if the reasons were related to trust.
To build that trust, they created compelling use cases to show how AI can help employees in their daily work, according to Kota: “While we want to keep delivering and taking advantage of AI, we also want to learn. It’s about creating champions across different business divisions that can go back and share stories of how impactful it is to consume some of these capabilities.”
As such, start with AI implementation use cases that make a measurable difference for your employees. It’s critical to demonstrate not only a healthy dose of eagerness but also the value and potential to afghanistan phone number list scale.Tip #2: Build a core team first with reps from various departments open to AI
Though AI gained popularity within tech, some remained hesitant. At Okta, it was the latter: when introducing AI, it was met with initial resistance from certain parts of the business.
CIO Alvina Antar emphasized the importance of strategic planning, especially around AI implementation. Instead of trying to tackle every aspect of AI all at once, it’s better to start by working with various parts of your business that are open to exploring AI’s potential.
This will help create a favorable environment for new technology — one with more sponsorship and less fear. And it’s better to place your people in a position to be proactive with new technology, rather than leaving them to figure it out on their own.
To that end, Okta first began by establishing a core team of individuals from different departments, including business technology, R&D, and customer-first teams. This gave each business unit a voice in the process.