Can't help you.

Introduction

Okay, here we go. So we're just going to run through this. And generally speaking, blue is good and red and yellow are bad.

Okay. So we're just going to kind of do just eyeball it and maybe we'll stop at a couple of interesting points.

I'm joined on stage by Marina Gori, who's an amazing AI transformation guru in her own right. So she and I will kind of just ping pong if we see something interesting, just to kind of get things going.

If you really want want to talk about something or you just just yelp just holler and we'll just stop okay got it does that sound cool if you're tracking with me snap your fingers okay i always like to snap

Leadership ambition and AI vision

calibration three people are tracking with me which is great okay so uh ceos articulated a 10x ambition not just 10 efficiency gains okay by the way 60 of us responded which is great so it's like about half the room it seems like yeah there's there's a ambition okay great

Great. A vision for the organization in the age of AI. 65 % say yes. That's great.

Okay. We're going to keep moving.

From vision to a compelling AI manifesto

AI manifesto that excites and challenges.

Looks like here, we're starting to see a little bit of drop off about, you know, less than four out of 10. The answer is yes. So

that's interesting. That's a good point of leverage and a low hanging fruit, by the way, for the CEO to actually take the time to say, this is why this matters and to state it publicly. publicly.

As an aside, generally speaking, when I survey CEOs, most of them say, I've done that. And when I talk to those same CEOs' employees, most of their employees say, they haven't done that. Right?

So kind of interesting. Okay. Let's see.

Leaders modeling AI use in public

Do your leaders publicly share how they use AI? So about half say yes. It's very important to publicly share how you use AI.

Okay.

Enablement and culture: access, education, and guardrails

Enablement and culture. Does everyone have access to a frontier LLM? Looks like 80%.

Yes. Great. Very important.

1Access is not synonymous with success though. Okay.

Sponsored education and responsible use

Does everyone in the company have a sponsored education? 50 % say no. Okay.

Would you allow a 16 year old to drive a car without driver's ed? Heck yes.

I don't trust you. Whoever said that? I'm not looking. Okay.

AI is very very powerful, exceptionally powerful. And the more power that you entrust to someone, the more responsibility you entrust to them.

As an example, this true story, I have a 14 -year -old who loves making fires. This is a true story, okay?

How much leeway do you think I give her to make fires, right? The honest answer is she can make one fire per day in the afternoon in a very specific spot, right?

She's kind of a pyro, but the point is we have very tight guardrails, right? Is fire bad? No.

Fire is good, right? We would all be dead of food poisoning if we didn't have fire. It's very, very, very helpful, but it's powerful.

And when things are powerful, you have tight guidance. Parents do that for children, right? The same is true with AI.

AI is very very powerful. If you are not educating your people, do not be surprised that they're getting in car crashes.

Do not be surprised if they're setting things on fire. Oh, the curtains are on fire. Did we talk to her about only using the fireplace, right?

This is very important. AI is very powerful. And if you are not educating people, do not be surprised when they do stupid

stupid things. It's not their fault. It's the people who let them's fault. Okay.

So that's very, so again, access not synonymous with success. And if you aren't teaching people and training them how to be thoughtful stewards of this power, you should not be surprised when

they get in accidents. Okay. Let's see.

A note on training support

Also Mindstone offers exceptional competency training training programs.

So none of these 50 % have to continue saying no, now that you know that Mindstone exists.

Okay.

Adoption infrastructure: goals, sharing, and ownership

Does your company have an adoption and proficiency goal? Over half people said no.

How in the world can you know if you're succeeding? You have no goal. It's very important to have a goal.

Okay. Do your leaders publicly celebrate the use of AI? Half say yes. Great.

Does your company have a dedicated mechanism for sharing? Looks like, you know, 60 % -ish say yes.

Clear accountability (a head of AI) and opportunity discovery

for tools and applications again about the same company of a head of ai oh this is interesting i'm actually surprised by this um this is only 30 of folks say yes so if it's not somebody's job

it's no one's job that's the that's why i get paid the big bucks if it's not somebody's job it's nobody's job um it should be somebody's job um does your company or team have a dedicated

A team dedicated to systematically identifying opportunities. Great. 60 % say yes.

Excellent. Excellent. You should have capacity.

Does your company have a dedicated champions network? A lot of people say yes. Yeah, this is something that we're seeing a lot of, that there are champions, which is great.

Measurement: proficiency standards and impact

Measurement instrumentation. Does your company measure proficiency?

Look at this, y 'all. The lowest yes yet. 28%. 72 % either no or I don't know whether the company measures proficiency.

That's very important. This is the most, sorry, I'm going to show you the most telling question, I think.

The single most telling diagnostic: role-based proficiency

Do you have a clearly defined standard of AI proficiency for your own role? 1If I had a one -question survey, this would be it. And if you're feeling smug that you answered every other question yes, but this one is no, don't be smug. everyone in this room should have a clearly defined standard of proficiency for their own role

and it looks like only 23 percent do that's a big if you don't how many other people in your organization do who's the most likely person in your entire organization to have a clearly defined standard of proficiency probably if you're in this room you are right how in the world can Can you measure it or manage it?

Yeah. Say it one more time. Yeah. So if you're in the 23%, what's your standard?

Approximately 15 of you said yes. We can actually go into the data. If you need me to, don't make me open the spreadsheet. But I will.

Do I need to open the spreadsheet or will someone share? I'm going to ask Rebel. Hey, Rebel, read the spreadsheet and tell me who to call on. Who's got a standard of proficiency?

This is a great question. Thank you.

Example rubric shared by an attendee

that you want to share yes thank you we got one here in the front so we have a rubric that is broken down by department and then different levels of proficiency depending on what that

job responsibility is make sure it starts out with your first one being a baseline adoption so you're utilizing the tools the second one is can you build a custom gpt or utilize some sort of knowledge to create some custom solution that's easily just queryable.

And then the third one is, can you implement an AI solution within a workflow? And then the final efficiency standard for your role is, did you create something that's adopted by your department and it works cross -departmentally?

So many organizational changes. There's different nuance depending on what department you fall within, but that's our four category rubric.

very cool that's great thank you david david and his team have come through the mindstone program by the way so i'm not i would be disappointed if the answer to that question was no thank you david david's a hero he's a he's a hero of innovation for sure others any others who uh other of the

14 who said yes you have a standard of proficiency would you care to teach the class it's challenging right? This is, but as I said, if I had a single question diagnostic, this is it. And this tells me a lot about where even this room is, right? It's, yeah, please. Please.

Dan Guido. Maturity competency matrix. Excellent. Excellent. Excellent. Excellent. Thank you. Okay.

Measuring economic impact

Let's just in the interest of time, I'll keep moving. Does your company measure economic impact? 30 % say yes.

So this is a big opportunity to actually kind of, it's like count the points, right? It's like get credit for the points you put on the board.

Is that the last? No. Here's an interesting one.

Making AI count: performance management and hiring

Does your company incorporate AI into performance management?

Wow. Lowest yes rate yet. Only 20 % of organizations incorporate AI

into performance management if you don't measure it that or sorry if you don't manage it then people won't pay attention to it right so it's very

important a very simple thing that you can do is just to borrow a phrase from David's industry shots on goal start with how many things are you trying right not success not business impact but just how many things did you try

with AI everyone in this room if you have direct reports you can ask them that question at their next performance review. And the only wrong answer to the question is none.

Whatever they've tried. And you failed? Awesome. High five.

Amazing. Let's give you like a medal. That's great.

I'm not being sarcastic. It's totally fine. Failure is totally fine.

Inaction is unacceptable. And as a manager, you have to shift the default. In most organizations, inactivity is permissible.

And on your team, you have to say it's impermissible to not take action. Doesn't mean you have to succeed, but you have to you have to take some kind of action.

All right, let's see. Does your company incorporate AI into its hiring targets? Wow, even lower.

Wow, I'm actually really surprised by these. This is important.

Governance and policies

Governance.

Has your company articulated clear usage guidelines?

Conclusion

Yeah, that's pretty good. Company have established straightforward straightforward policies, and trying new tools. Okay, I think we're kind of in a good spot.