We’re currently, figuratively speaking, in a situation where we’re cutting hay with a scythe. Now, however, organizations have the opportunity—already embraced by many—to use new tools for hay cutting: the brush cutter has entered the scene. The “hay cutters” are still doing the same job as before, but far more efficiently—though it does require learning something new.
The other option would be to completely rethink the process and use a tractor for the job. No more cutting by hand or with assisted manual labor—the workflow is rebuilt around the tractor. Efficiency rises. The nature of the work changes. And likely, costs are significantly reduced.
Leaders in organizations must choose a direction regarding new tools. The first path is ensuring that every employee eagerly learns to use the brush cutter efficiently—and the hay keeps falling, even if the old familiar scythe is no longer in use. As efficiency improves, the need for hands-on work may decrease slightly.
The second option is to optimize the process so that no one is cutting anything by hand anymore, because it’s not only inefficient, but with modern tools, downright foolish. This requires truly significant changes within the organization: instead of hands repeating a simple task, you need a tractor with attachments, a mechanic, bridges to the fields, tractor drivers, and so on. A new way of working demands a new kind of infrastructure and organization.
This is exactly where we are with AI. Many proudly announce: “We’ve adopted Co-Pilot.” Great. And honestly, that is great—but will that alone bring the efficiency that AI can offer? No. Will every organization face resistance to change? Absolutely.
Leaders need to wake up. What we’re dealing with here is the biggest and most demanding change management case of your career. Unfortunately, very few have been able to commit to real optimization so far. There’s been such a rush to sharpen the scythe’s blade that most still don’t understand much about the tractor. Many seem to believe the staff will adopt AI on their own and productivity will just pour in through every door and window. It won’t. Only once we understand which parts of the processes can be shifted to AI, can we begin to talk about true efficiency.
An AI strategy may sound corny, but in a 2019 article, I said: “We need to think about what we’ll be doing in five years when AI handles a large portion of today’s work.” I was off by a year. But we’re smiling now, because we can see more and more clearly where we’re headed. And yes, we’re also keeping an eye on how far others have gotten.
Tovari has been very quiet on social media over the past year. Alongside client work, we’ve been focusing inward—on who we want to be. A lot has happened behind the scenes, and now it’s time to bring those results out into the open.
Going forward, Tovari will focus on three core areas. Two of them are “new,” and that’s where we’re especially looking to grow:
- Marketing Agency
- AI Consulting (e.g., awakening boards through talks / workshops)
- Building AI Solutions
Years ago, we also considered the important question: “What doesn’t change?” The strategy built on that foundation has been implemented—and the pace keeps picking up!
But dear leader: whether you’re trusting or optimizing, we can very likely help. Let’s get coding!
-Jussi