Hi there, I am starting a role as a combined project and change manager at the end of the month for a large technical company. I’d love to learn from others who have led similar projects. I’m curious about how best to plan, mitigate risk and anticipate any obstacles I may encounter. I look forward to hearing from you! :) Saving Changes...
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Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
It is hard to answer because the query involves lot of things. I will try
1-AI is a board term. I guess that AI is using right now in the company. Most of the time people are not aware on that.
2-AI is not a platform. It is just a component without a solution
3-Just in case you are talking about generative AI, which is a subset of AI and it is "the new key on the block", responsible AI is the key success factor to implement generative AI at enterprise level.
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1 reply by Willow Dea
Sep 17, 2025 4:33 PM
Willow Dea
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Thank you, Sergio, for your thoughtful response. You make a fair point that several questions are embedded in my post. In this case, Kore.AI is being implemented, and it's a platform for a global enterprise HR implementation. It provides AGI capability, to your point. It would be extremely helpful to connect and/or briefly speak with others working on similar projects. If anyone is willing to share insight, or allow me to ask a few questions, I would deeply appreciate that. Thanks, again!
It is hard to answer because the query involves lot of things. I will try
1-AI is a board term. I guess that AI is using right now in the company. Most of the time people are not aware on that.
2-AI is not a platform. It is just a component without a solution
3-Just in case you are talking about generative AI, which is a subset of AI and it is "the new key on the block", responsible AI is the key success factor to implement generative AI at enterprise level.
Thank you, Sergio, for your thoughtful response. You make a fair point that several questions are embedded in my post. In this case, Kore.AI is being implemented, and it's a platform for a global enterprise HR implementation. It provides AGI capability, to your point. It would be extremely helpful to connect and/or briefly speak with others working on similar projects. If anyone is willing to share insight, or allow me to ask a few questions, I would deeply appreciate that. Thanks, again!
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1 reply by Sergio Luis Conte
Sep 18, 2025 2:00 PM
Sergio Luis Conte
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So, I understand that you are part of Kore.AI and you are trying to sell something in this space. Am I right?
Saving Changes...
Chanukya RajagopalaDirector - IT Strategy - R & D| iPOCA Private LtdUnited Kingdom
Willow, I have been directly involved in enterprise AI platform rollouts, and I would like to start with a caution. Implementing an AI platform is not just a technical program, it’s an ENTERPRISE TRANSFORMATION (Please excuse the use of caps, just to emphasis the point). The technology side is the easier part; what truly defines success is how well the organisation adapts around it.
A few reflections that may help:
Clarity of Purpose- Before touching platforms or models, align leadership on why the company is investing in AI overall or for specific projects/programs/portfolios. Is it efficiency, better customer insights, product innovation, or something else? If that vision isn’t crisp, the platform risks becoming shelfware.
Data is the Bedrock: Every AI journey stumbles first on data. Integration, cleansing, security, and lineage tracking take far more effort than anticipated. Under-invest here, and no algorithm will save you.
Governance Early, Not Late: Enterprise AI raises issues of explainability, ethics, compliance, and auditability. Set up governance structures from day one, who owns the models, who validates results, how drift is monitored. Retro-fitting controls later is painful.
Change Leadership Is Half the Job: Teams will question outputs, fear disruption to roles, or dismiss AI as hype. Treat change management as a formal workstream, communication, training, and trust-building are not “soft add-ons” but core enablers.
Deliver in Increments: A multi-year “big bang” almost always loses momentum. Instead, show value early through targeted pilots, then expand. Each success story helps secure sponsorship and adoption for the next phase.
Sponsorship and Politics: Enterprise AI touches multiple functions, IT, data, business units, compliance. Strong, visible executive sponsorship is critical, otherwise competing agendas can stall progress.
My suggestion would be.... manage it with the discipline of a major program, but lead it with the sensitivity of an organisational transformation. The platform may be technical, but what you’re really delivering is new capabilities, new trust, and a new way of working. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Sep 17, 2025 4:33 PM
Replying to Willow Dea
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Thank you, Sergio, for your thoughtful response. You make a fair point that several questions are embedded in my post. In this case, Kore.AI is being implemented, and it's a platform for a global enterprise HR implementation. It provides AGI capability, to your point. It would be extremely helpful to connect and/or briefly speak with others working on similar projects. If anyone is willing to share insight, or allow me to ask a few questions, I would deeply appreciate that. Thanks, again!
So, I understand that you are part of Kore.AI and you are trying to sell something in this space. Am I right? Saving Changes...
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