A View of AI From the Seat of a CIO
I wrote the original version of this for my own team, as we started rolling AI tools out company-wide. It wasn't public, so I've generalized it here. The argument is the same one I make everywhere else, including at the podium: accelerator, not substitute.
Let's face it, AI is everywhere. And while it's exciting, it can also be confusing, frustrating, and even a bit scary, especially in terms of how it will impact our work.
I want to be clear. AI is a powerful tool that will allow us to become laser focused on the parts of our jobs that add the most value. It's an accelerator of knowledge and experience, not a substitution for it. The goal is not to replace team members, but to empower them through the reduction of time spent on tedious and low-value tasks. We want people to focus on work that truly matters.
We have seen waves of change in technology before. Outsourcing. Early and sometimes overly aggressive cloud adoption. Blockchain. Each came with a lot of hype, followed by a period of learning and adjustment.
AI is no different.
That is exactly why any organization's approach should be intentional and put people first. We are not chasing trends or buzzwords. We are focused on practical, real-world uses of AI that make the day easier, improve quality and safety, and support the way people already work.
At its best, AI helps with administrative tasks so people can spend more time putting their judgment, experience, and relationships to use. If something consistently slows a team down, that is exactly where AI may help. It can reduce the time spent on writing, formatting, summarizing, notetaking, and hunting for information across systems. AI gives us a head start. People carry us across the finish line.
AI is not here to replace someone's role, their experience, or their decision making. It doesn't know and understand an organization's clients, projects, or standards the way the people in it do. Think of AI like a power tool. While it can make you more effective, it still requires a skilled operator.
The practical approach is not asking people to learn a brand-new system just to "use AI." Instead, AI capabilities show up infused into the tools people already use, with proper training and clear guidance to prepare them to use it effectively.
We do not need convoluted rules to use AI well. What we do need is solid judgment and a few common-sense guardrails, like being thoughtful with sensitive data, verifying outputs, paying attention to details, and asking for help when unsure. That's it. No scare tactics. No complicated rules. Just smart, responsible use.
Clear communication about what tools and training are available, opportunities for idea and resource sharing, and ongoing feedback matter as everyone continues to learn. The best use cases will not come from IT alone. They'll come from the individuals who are closest to the work.
AI is moving fast, but a good approach stays grounded in what actually makes an organization successful: skilled people, strong relationships, and pride in the work delivered.
It's an exciting time to be ushering any organization into the AI age, and the work is worth doing well.
Adam Clifford Chief Information Officer
The "power tool" idea in here is the same throughline running through the AI Toolshed talk and the Stryker Lessons Learned brief: the skill and the trust behind the tool are what determine the outcome.