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If renewable businesses are to scale effectively, responsibly, and safely, they need to rethink how they approach organizational agility and build operational resilience. To close the gap between operational demand and organizational capacity, they need to invest in their people to create a knowledge economy and develop cultures that support a learning organization. In recognizing that its people are its greatest asset, the sector needs to take a more proactive approach to workforce planning and skills development, because building and distributing organizational knowledge is vital for on-site decision-making in fast-paced, complex, and uncertain environments. So far, the sector has been slow to recognize the potential of applying AI to support a data-driven, people-centered approach to managing organizational change. Yet, digital decision-making tools, supported and enhanced by AI, can drive an approach to improving performance and resilience that is both people-centric and organization-centric. Like the renewables sector, AI is developing at breakneck speed, offering ever greater potential for these technologies to practically, safely, and economically improve the way in which decision-making tools assist individuals, teams, and organizations. But using AI “just because we can” is not the objective. The application of AI must enhance the system and contribute to overall goals. It must also be safe, transparent, and cost-effective.