It’s no surprise that reaping the rewards from AI requires careful guidance, especially in helping staff use tools safely and productively. Yet evidence suggests some CIOs and their executive peers aren’t providing the level of guidance employees require.
It’s no surprise that reaping the rewards from AI requires careful guidance, especially in helping staff use tools safely and productively. Yet evidence suggests some CIOs and their executive peers aren’t providing the level of guidance employees require.
While three-quarters of IT staff have access to AI tools, one in five technologists are expected to self-learn, and 23% are waiting for formal training, according to the recent Harvey Nash Tech Talent Salary Report, which surveyed over 3,600 technology professionals globally.
The research suggests AI explorations are commonplace, but tailored learning and development initiatives are not. Digital leaders who want to turn AI into a value-generating opportunity, though, must educate their staff. But what elements should AI training schemes include? Here, industry experts offer 10 steps to implement an effective program.
Michael Cole, chief technology officer at the DP World Tour, the men’s professional golf tour that oversees 42 tournaments in 25 countries, says AI training is an organization-wide effort.
“I’ve asked the training coordinators in our HR department to help me deliver what I believe is going to be a fit-for-purpose training and development program for not only my IT team here at the European Tour, but equally across the business,” he says.
Cole says the crucial element to emphasize is that AI and the range of capabilities it brings is about much more than learning how to use technology. “Using AI effectively is about process, mindset, and culture,” he says. “So, when we start to think about the training and development needed to bring an organization like ours into this AI-enabled era of transformation, it’s a comprehensive program that must extend across the business.”
In context
- Topic: Estrategia y Gobierno de TI — Decisiones de portafolio, costo total, gobierno y marcos de referencia.
- Source: CIO
- Published: 26/08/2026
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Excerpt published automatically by the site radar. The full text belongs to its publisher and is linked above.
Why it matters
IT governance rarely fails for lack of technology. It fails for lack of clarity about who decides what. A story like this one is usually the visible symptom of an operating model that no longer fits the size of the organisation, and those models get changed before the pressure arrives, not after.
When I look at a move like this, the question is not which tool they bought but which capability was left installed: an architecture function that holds the line on criteria, a prioritised portfolio with real business owners, and metrics somebody actually reviews every week. Without that, any announcement dissolves within twelve months.
What usually goes wrong
The classic mistake is confusing the plan with the execution. A three-year roadmap gets approved in a two-hour committee and nobody revisits it until there is a problem. Plans that work get reviewed every quarter and corrected without drama; the ones that do not get defended instead.
What to watch
- Whether business metrics appear or only delivery metrics — cost per transaction beats percentage complete.
- The real calendar of contracts and renewals: that is where you see whether the move was strategic or was an expiry date.
- What gets switched off to fund the new thing; if nothing does, the budget will hurt in six months.
How I read this entry
I would treat it less as a technology story and more as a market signal. If one player moves this way, in twelve to eighteen months the rest will have to answer something. Better to decide now, calmly, what that answer will be, rather than improvise it when a client asks.
This entry is an excerpt from the original source, selected by the site radar. The commentary above is the site's own and does not belong to the cited publisher.
Living through this in your own team?
Open the chat and tell me how you're handling it. I'm interested in comparing notes.
