Beyond the Hype: Inside the Formation of Acklen’s AI Leadership Team

“We should be doing something with AI” 

While no one took the position that we should ignore AI and go about our day, the “do something” directive didn’t – quite – give us enough information to take action.  (Many companies – small and large – are in a similar position, realizing the transformative power of AI, but also unsure of how to get started)

As a software development company, here’s how we did it.

We needed to take a step back: assess our team’s current understanding of AI and who was best positioned to define what “do something” really meant to us as a company.

Our approach involved forming a dedicated AI Leadership Team. This isn’t just about adopting new tech; it’s about cultivating a strategic, cross-functional approach to AI identification, evaluation, and responsible adoption.

The Genesis of the AI Leadership Team

Recognizing the accelerating pace of AI development and the need for a coordinated approach, we embarked on forming our own AI Leadership Team.

The primary objective was clear: “To proactively identify, evaluate, and responsibly adopt AI to enhance Acklen’s operational efficiency, drive innovation, and create a sustainable competitive advantage”

Was this the perfect objective? Probably not, but it helped us to get  started and capture the highlights.  Perfectly good enough!

But how did we translate this objective into a functioning team? It started with careful consideration of who should be at the table. The criteria weren’t just about seniority; we focused on practical expertise and mindset:

• Active AI Users: Individuals already using AI personally and professionally on a near-daily basis.
• Informed & Engaged: People with informed opinions, willing to share them, and possessing the interest and capacity to share AI details.
• Action-Oriented: Members who could actively participate and produce deliverables, not just attend meetings.
• Cross-Functional Representation: Crucially, the team needed representation from key business areas like delivery, IT, operations, and sales/customer success.

A key principle from the outset was not to simply recreate existing leadership structures like the Senior Leadership Team (SLT) or department head meetings.

The team officially launched with a kickoff meeting and established a regular biweekly cadence, communicating primarily through a dedicated Slack channel. Initial goals included creating an AI roadmap, identifying use cases, developing evaluation methodologies, establishing responsible usage guidelines, and rolling out tools like Google Gemini.

Considerations for Building Your Own AI Leadership Team

Acklen’s journey offers valuable insights for any company considering forming an AI team. Here are some key considerations:

• Define Your “Why”: Start with a clear objective. What specific business goals will this AI team help achieve? Enhanced efficiency? Innovation? Competitive advantage?
• Get Aligned on “What is AI?”: Ensure a shared understanding across the team and stakeholders.
• Establish Member Criteria: Who possesses the necessary blend of expertise, practical experience, innovative thinking, and collaborative spirit? Think beyond titles. Look for individuals actively engaging with AI.
• Build Bridges, Not Silos: AI touches everything. Ensure diverse, cross-departmental representation (Marketing, Sales IT, Delivery, HR, Finance, etc.) for holistic solutions and buy-in.
• Avoid Redundancy: Deliberately structure the team to avoid mirroring existing leadership or departmental groups. Define its unique scope and how it interacts with other teams.
• Set Clear Expectations: Define the time commitment, participation requirements, and expected contributions for members.
• Chart the First 90 Days: What should the team tackle first? Define the scope, potential constraints (budget, time), and what success looks like in the first 90 days.  This might involve identifying quick wins, prioritizing strategic initiatives, organizing data, or planning training.  You will learn a lot in the first 90 days and since AI moves fast, you don’t need to set an annual plan that will inevitably change.
• Establish Operating Rhythm: Decide on meeting frequency, communication channels, and processes for prioritizing tasks and making decisions.

Questions to Ask When Forming Your AI Leadership Team:

• What is the core objective of our AI team?
• What specific problems are we trying to solve with AI?
• Who are the key stakeholders across departments that need representation?
• What specific expertise (technical, strategic, ethical) do we need on the team?
• What is the desired team size for efficiency?
• How will the team evaluate and prioritize AI opportunities and tools?
• What are our constraints (budget, resources, skillsets, security)?
• How will the team communicate its progress and findings to the broader organization and leadership?
• How will we measure the success and impact of the AI team and its initiatives?

Only the Beginning

Forming an AI Leadership Team is a strategic imperative. It requires thoughtful planning, a commitment to cross-departmental collaboration, and a focus on tangible outcomes rather than just assembling senior leaders.

By clearly defining objectives, carefully selecting members based on relevant criteria, setting realistic initial goals, and establishing clear operating procedures, companies can create a powerful team to navigate the complexities and opportunities of AI, driving efficiency, fostering innovation, and securing a competitive edge for the future.

We’ll keep you updated on our progress!