There is a very comfortable narrative that is repeated in many companies.
When an artificial intelligence project does not work, it says:
"Technology is not ready yet."
"The model was not good enough."
"We need more data."
But when one looks closely at what really happened, the story is usually another.
People didn't trust the system, teams didn't change their way of working, leaders didn't know how to integrate the tool into real decisions, and then the IA ends up living in a well-known place in companies:
The pilots' cemetery.
A recent study shows something very revealing; almost a third of employees admit to actively resisting IA initiatives in their company.
Some even recognize having sabotaged results or misused tools, not because they are bad professionals is because they are afraid, fear of losing relevance, fear of losing control, fear of becoming expendable.
That fear is rarely spoken openly in organizations.
But it's there.
So many technological transformations fail, because companies believe they are implementing a technology project, when they are actually facing a profound cultural change.
Implementing IA is not installing software, it is redesigning how decisions are made, how information is interpreted, how people collaborate with machines and that change requires something that is not bought with budget: leadership.
Leadership to explain what is going on, to experiment without punishing error, to teach teams to think with new tools, because when people feel they are participating in the future...
They don't block it.
They build it.
The key question for any company today is not: "Do we have the best technology?"
It's much deeper:
"Does our people feel that this transformation is also their future?"
Because IA can generate responses, but only organizations that manage to mobilize people will turn those responses into results.
