One signal

As manufacturers bring in AI and automation, leadership adviser Daniel Stewart says the hard part is often helping people through the change, not choosing the software. His advice: involve the staff expected to use new systems and spend time listening to them on the shop floor.

Stewart recalls one plant where workers kept using their own methods after managers made a technology decision without them. The result, he says, was a spread of “shadow processes” as employees did not understand or support the new approach. The practical point is refreshingly unglamorous: explain the change, hear people’s concerns and give them time to understand how it affects their work. Stewart made the case in an interview with ASSEMBLY, arguing that AI should enable people-centred leadership, not replace it.

Discuss: When a company introduces AI, should frontline staff have a formal say in how it is rolled out, or should managers be free to move quickly and let adoption catch up?

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