What Does an AI Learning Pathway Look Like? Part 6

AI Landscapes: Redefining Commerce, Careers, and Communities - Article 6 of 8

Exploring AI. With a cohort of roles selected, we facilitate participants through gaining a clear and common understanding of AI and providing a ‘lab’ made of use cases. We go into the developments that made AI possible in its current form and the features and limitations of where we are today. Compilations of real-life use cases are selected to be industry-specific, where possible, and they are used to help the team understand and appreciate the opportunities.

Futurecasting Mindset. Next, we assess the cohort’s readiness to understand where they believe they are relative to the change. This experience focuses on mindset and change management while also engaging the cohort in data relating to their role today. Where are the pain points and opportunities? What skills does this role require today? How might these evolve?

Discover Your Human Superpowers. This module reinforces that the future of work is human. According to published data and the results of our own community-level workforce studies, “soft” skills are the skills most highly prized by employers and employees alike. We go through principles of human-centered design and continue the exploration of AI use cases.

Create Your Own Use Case. We bring it all together in a culminating series where participants apply what they’ve learned to Futurecast their role and determine an appropriate use case for the technology. We assess how the skills for the new role may differ from those for the current role and can produce personalized learning paths for participants from where they are today to where the role is going.

There’s no “right” way to undertake this learning and development effort—many paths could take you there. But we feel this wrapped educational experience provides a good structure and leverages change management principles to help move your organization to the next level.

We’d love your feedback – what did we miss? What’s happening in your organization?

In the following article, we’ll pivot from Futurecasting and taking a role-based approach to managing AI disruption and explore how you can best approach the transformative impacts that AI will have on your operating model.

This series will explore four steps we believe you should be taking – now.

Diagnose and Futurecast: AI isn’t coming. It’s here. Involve your staff – especially those in roles with a lot of human capital – in assessing use cases to boost their knowledge of what is possible and demystify the nature of the change. We now know enough to futurecast roles and understand what they will look like in an AI-enabled world. We can be precisely wrong but directionally accurate about the next five years to develop a plan for how our workforce will change.

Reskilling Human Capital: This country has never experienced a technological shift against a declining labor force. Add to this that AI-experienced resources you might want to acquire will be limited and in very high demand. Just like back in Y2K, hiring your way out of this change will be hard. We must embrace a skills-based understanding of future roles and alternative paths for impacted people.

Content, Education, and Change Management: Change management was huge in the 1990s, and it’s time this discipline came back into fashion. We’ll discuss why acting to control the narrative is crucial and share some ways to do this effectively.

Reimagined Operating Models: All past disruption winners could reimagine a product or service leveraging technology to change the dominant operating model of the day. Uber & Lyft with taxis and Netflix with video streaming are great examples of changed operating models equating to success. We’ll explore how this can be done in a way that reduces risk and can provide speedy returns.

Over this series of eight articles, we’ll touch on all these paths of success to prepare you, your business, and AI's evolving impact on the workforce. Thanks for reading. Let’s talk AI implementation. Send me a note at wade@batonglobal.com.

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About Wade Britt‍

Wade Hampton Britt, IV is a partner and the Managing Director at Bâton Global. He has lived and worked in a dozen countries in the global express and edtech sectors before joining Bâton Global in 2016. Wade is passionate about helping clients and their communities navigate the AI disruption better than previous technological changes.
My sincere thanks got to Dr. Lynn Burks and Giovanni Duarte, who provided the intellectual capital for the definition and organization of these modules!