A co-design approach

Gen AI is not a panacea; it needs a specific use case in mind from the start and key questions to be outlined to support with productivity goals, including:

• What are the most pressing challenges it can support with?
• Where is the best place to start with implementation?
• What features can help combat challenges?
• What does success look like? How is it measured?

Concerns regarding Gen AI are varied and multifaceted, encompassing regulatory, ethical, security, and job-related issues. Recognizing this, Fujitsu emphasizes the importance of broad employer and employee engagement from the very beginning of the integration process. This proactive involvement ensures that all requirements are managed effectively and that a clear, comprehensive roadmap for Gen AI usage in the workplace is established.

When engaging all relevant parties from the outset, organizations can not only establish clear guiding principles for AI usage but address and alleviate fears and concerns related to AI implementation.

By adopting Fujitsu’s co-design approach, organizations can benefit from:

• Inclusive stakeholder involvement
Ensuring that all voices are heard and considered in the implementation process.

• Clear guiding principles
Setting definitive guidelines for Gen AI usage, reducing uncertainty and building confidence.

• Addressing concerns proactively
Managing regulatory, ethical, security, and job-related concerns through early and ongoing dialogue.

• Establishing a clear roadmap
Creating a detailed plan for Gen AI integration that aligns with organizational goals and stakeholder needs.

Through this collaborative approach, Gen AI can align with the values and expectations of all involved, paving the way for a smooth and successful implementation.

Start with curiosity, start with caution

When adopting a co-design mentality, focusing on targeted use cases is a key first step. Fujitsu has developed a comprehensive six-week process to help customers create a vision for who will be involved and impacted by the implementation, setting the stage for a smooth transition to the adoption phase.

It’s enhanced by an agile project management approach, where regular assessments are conducted to determine what is working and what needs adjustment. Invoking an iterative process helps temper expectations and supports continuous training for employees, ensuring they are well-prepared to utilize Gen AI effectively.

Only when a certain level of confidence has been achieved should Gen AI projects be rolled out. This means ramping up a proven methodology to larger numbers of users and more extensive parts of the organization, followed by further iterations.

The roadmap for Gen AI integration should be cyclical. Once one cohort or use case has been successfully implemented and refined, focus should shift to the next group or priority. This approach allows organizations and employees to extract the most value from their Gen AI investments, leading to enhanced productivity and tangible returns.

By nurturing a workforce that is equipped to adapt, learn, and evolve with Gen AI, organizations can ensure that technology serves as a tool for human empowerment. This approach not only maximizes these benefits but fosters a culture of innovation and continuous improvement.

5 ways Fujitsu helps organizations get the most out of Gen AI:

• Targeting use cases
Identifying specific areas where Gen AI can make a significant impact.

• Six-week visioning process
Defining involvement and impact before moving to implementation.

• Agile project management
Regular assessments to identify successes and areas for improvement, supporting continuous user feedback training.

• Iterative deployment
Scaling projects only when confidence is high, then iterating further.

• Cyclical roadmap
Continuously focusing on new cohorts and the next use case, repeating the same agile process.

Examples from Fujitsu

Fujitsu has been leveraging Gen AI to enhance internal communication and knowledge sharing across its global of fices. By rewriting knowledge articles originally created in Japan, Fujitsu ensures that these documents are not only easier to understand but more engaging for employees worldwide, resulting in increased usage and better knowledge retention.

Additionally, Fujitsu employs Gen AI to summarize and collate information from interviews during our design process, ensuring consistent and unbiased analysis. This process allows for standardized output, improving the comparison and analysis of responses.

The role of leadership

In the realm of Gen AI disruption, the role of leadership transcends traditional management responsibilities. Leaders must seize the reins, steering their organizations with clear vision and strategic wisdom. While executives don’t need to become Gen AI experts, they should look to create and manage a framework centered on user-centric outcomes.

A commitment to a Gen AI strategy goes beyond mere endorsement; it symbolizes the company’s mentality and forward-thinking approach. Leaders who acknowledge the transformative power of Gen AI and actively promote it as part of a wider organizational fabric, can demonstrate that it is not a fleeting trend. Instead, they can showcase it as a fundamental building block for future strategies.

The success of Gen AI in the digital workplace hinges on a renewed focus on people. By emphasizing the following key aspects, leaders can ensure a successful Gen AI implementation:

• A focus on the individual
Developing and managing a framework focused on user outcomes, even without deep Gen AI expertise, and involving workers in the process from the start.

• Symbol of commitment
Demonstrating that a Gen AI strategy is integral to the company’s culture and long-term vision.

• Promotion and integration
Actively embedding Gen AI into the organization’s strategies and operations, showcasing its fundamental importance.

• Outcome-led approach
Prioritizing initiatives that enhance employee experience and productivity through Gen AI.

Through the adoption of these principles, leaders can guide their organizations through the complexities of Gen AI integration, ensuring that technology serves to empower employees and drive innovation. Fujitsu stands ready to support leaders in this transformative journey, providing the expertise and tools needed to achieve meaningful and sustainable results.