S7 E7: Talking insights, strategy, and the human side of AI with Pascal Bornet and Sam Charrington

I wanted to stick with you for a second because you mentioned automation.

I know you're deep into hyper automation, right? And we know that in the future, managers are going to actually have to really find a way to manage both people and agents, which is challenging.

How can they do that in a way that helps their human workers work with agents, but not feel like the agents are going to actually replace them.

They're not training them to then replace them.

Yeah, definitely.

So that's such an important point.

So as agents are entering our teams, we as managers have to make sure that our team members find their place, position themselves, and don't feel threatened by those agents.

I have a methodology that I explain in my books, which is about, first of all, informing our people Why those technologies are coming in our teams? What are the goals of this? And being very transparent with each and every one of the team members.

What's going to happen for you, for your work, your scope of work currently? Is it going to change? Is it not going to change? Are you going to transfer to another department? Will you do something else? I'm very, very clear.

I've seen some talents leaving companies because they were not aware of what would happen to them.

And they were scared, so they sent their CVs to the competitors.

And they got hired.

So informing is so important.

Then it's educating, of course, so giving the people the opportunity to learn how to use them.

Empowering them, that's the third one, giving them the access basically to those tools.

And finally, incentivizing them.

Incentivizing the people, our team members, on using those systems, being hands-on, failing at trying to implement them.

I think the more we are not anymore in a waterfall, long projects as we used to be 10 years ago.

Now we are in small projects, iterative, and the more we fail, the more we succeed.

So we need to push our team members fail at this so that you can succeed so we need to reward that so reward the incentives are so important because they they reward the good behavior of the behaviors we want to see in our team members that's right

and failure is an important aspect when it comes to like growth you have to fail first exactly you know grow and get better what about for you in terms of like what you're seeing within the ai sphere are you seeing some of the same challenges are people worried about the replacement uh aspect of ai and and what they'll be doing what do you what's top of mind i think

People are certainly worried about that.

I tend to work more with the practitioners.

And what they're really struggling with is just keeping up with the pace of change.

This technology is changing so quickly every day, every week.