shouldn’t be viewed as a side project but as a priority that demands the company’s commitment and investment.
“Working with our core team focused on [just] that,” Antar said. “Make sure you have a prioritized roadmap like you do with anything else and show progress and the impact and influence through measurable business outcomes, which then allow you to extend.”
The lesson shared from Okta underscores the importance of starting with willing business units, overcoming resistance, and building a cross-functional team.
Tip #3: Take a step-by-step approach to build a culture of acceptance
Tim Dickson, who now is the chief digital and information officer at Regal Rexnord, emphasizes the significance of gradually introducing new capabilities. In his time leading as CIO of Generac, Dickson introduced digital transformation models like Agile, Scrum, DevOps, and customer insights: helping the IT organization to embrace new ways of working.
He highlighted the importance of getting everyone on the same afghanistan phone number list page within your company before focusing on those priorities for your customers. For Generac, this was especially true for data and AI implementation.
According to Dickson, the acceptance and adoption of emerging technologies, especially AI, are direct outcomes of a company’s culture. In the context of a company like Generac, where an engineering culture prevails, he recognized the need to demonstrate new technologies in tangible ways.