Quick interview with Ulrika Hedlund, Productivity Expert / CEO, Storyals, on what it really takes to make AI work in practice.
Why do some organisations manage to turn AI tools into real value while others struggle to move beyond the initial rollout? Ulrika shares her thoughts on the role of learning, leadership and experimentation – and why building long-term digital confidence is just as important as investing in the technology itself.
Many organisations are currently investing in AI tools – but what does it take for them to create real value in employees’ day-to-day work?
Technology in itself rarely creates value. Real value emerges when people understand how the tool can support them in their own day-to-day work.
To succeed, organisations need to focus just as much on people as they do on technology. Employees need to feel confident, have opportunities to experiment, and see concrete examples that are relevant to their own tasks. It is not about learning AI for the sake of AI, but about solving real problems, saving time and improving the quality of work.
The organisations that succeed best view AI adoption as a journey of change, where learning, leadership and culture are just as important as the technology itself. Creating a safe environment for learning and experimentation is incredibly important.
Vellinge Municipality wanted to make Copilot more than just another new digital tool. How did you work together to bring both managers and employees along on the journey?
We started from the idea that the implementation needed to be a shared journey rather than an IT project.
Together, we developed a structured Copilot Kickstart programme in which both managers and employees took part. The programme combined live sessions, practical exercises, weekly tips and shared learning activities over several weeks. The aim was to create an understanding of why AI matters, while also giving participants the opportunity to apply what they had learned directly in their day-to-day work.
Managers had a particularly important role. They needed to understand both the opportunities and their responsibility as role models. When leaders begin using new ways of working themselves and share their experiences, it becomes much easier for the rest of the organisation to follow.
What would you say was the most important success factor – and did you see any results or reactions that surprised you?
I believe the most important success factor, which we see across many organisations, is having a clear structure for how AI should be used and developed within the organisation. When people receive guidance over time, the likelihood of new habits actually becoming established increases.
What was most encouraging was how quickly curiosity spread throughout the organisation. Once a few employees began discovering smart use cases, others wanted to try them too. We saw confidence increase, engagement grow, and Copilot begin to be viewed as a natural part of everyday work rather than as a separate project.
What is the most common mistake organisations make when introducing AI and new digital ways of working?
The most common mistake is assuming that the implementation is complete once the licences have been purchased.
Many organisations invest in AI while underestimating the need for skills development, leadership and change management. As a result, adoption remains low and the expected impact fails to materialise.
Another common mistake is treating all employees as though they have the same starting point. Digital competence often varies considerably within an organisation. To succeed, you need to understand where people are today and provide the right support to the right target groups.
Think of digital skills development as a muscle that needs to be trained continuously in order to grow stronger. Make learning a natural part of the working day rather than something that happens alongside regular work.
Digital competence is not a project with an end date. Technology is developing too quickly for that. Organisations need to create a culture where exploring, sharing experiences and continuously developing new ways of working becomes a natural part of everyday life.
The most successful organisations do not simply build skills for today’s tools. They build the ability to adapt to tomorrow’s changes.
What are you most looking forward to discussing and exploring at Learning Conference?
What I am most looking forward to is the conversations.
We are living through a fascinating time in which almost every organisation is trying to understand how AI will transform the way we work. I want to hear about the challenges others are facing, the progress they have made and the lessons they have learned along the way.
At the same time, I look forward to discussing how we can move from AI enthusiasm to true AI readiness. To me, it is not simply about introducing new tools. It is about building a workforce that feels confident in its digital capabilities and has the confidence and curiosity to use them in ways that create long-term value in an era where our ways of working are becoming increasingly AI-driven.