How to Go from AI Power User to AI Leader

Every group of professionals organized in any way you can imagine at this point

has some subset of people that have become the power AI users.

These are the folks who try every new model and every new product.

The report back on what works and what others should do,

and in many cases that role has been formalized into some sort of internal ambassadors or champions

program. In fact, across all of my experience with enterprises, the single highest ROI transformation

activity that I have seen is when companies structure this sort of internal champions program.

Well, today's episode is all about what that actually means.

The AI Daily Brief is a daily podcast and video about the most important news and discussions in AI.

All right, friends. Quick announcements before we dive in.

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Lastly, today it is a federal holiday in the US today.

So this was recorded last week. It's another one of our operators cut practical episodes,

and I hope you enjoy it. All right, new far welcome back to another operators cut. How are you?

I'm good. Thanks for having me. Excited about this one very much.

Yeah, maybe just to make a bold claim right up front.

You and I have both individually and together spent a lot of time

interacting with enterprises and companies of all shapes and sizes who are trying to get better at AI.

And as part of that, we have tried and they have tried a huge array of different strategies

for improving how they use AI within specific teams or across the board.

And what we're going to talk about today is one of the only consistently always successful ways

to make the general experience that people have with AI inside a company or inside a team

better. Right. It just it never fails is the short answer. This is just such a critical component

of what people do. So I'm really excited to dig into it. Introduce us to what you're doing,

and then I think we'll have a lot to talk about today. Perfect. Yes, so I agree. We're now presenting

the one of the highest ROI activities that you can take in a company in order to be successful with

AI and that is to establish a proper network of AI champions. And what I want to do with the

session today is the following because we all use AI every day. And I'm sure that everybody has

seen the same phenomena where someone on the team finds a great way to do something. Often those

are the best users out there. They show two people and then it never turns into something the whole

team uses. And part of what this episode is trying to do is to help resolve the problem, to

help define the person. It might be you. It might be others in your company. Their job is to fix

that the person that helps spread the AI. And I think that many companies have been establishing the

AI champions for a while now with very degrees of success, but always in my opinion with a positive

outlook and outcome overall. My goal is to go over three things to help make it even better.

First of all, what the role really is and how to define it. And maybe as a byproduct to also help

the question that maybe someone listening to this has with herself of whether they're already

the underdefined AI champion in their environment or maybe they should opt to become one.

I also want to explain how I believe we should establish a proper network of internal champions.

And lastly, I want to discuss what the best AI champions in a given company, what they need to do.

And before we dive in, I want to add three things, I think to this. First, I know you're about to give

us your definition of an AI champion, but just on a naming convention, I want to point out that

across all these different teams that we've worked with, you've worked with, I've worked with,

the name is different for this. Sometimes it's evangelist, sometimes it's leaders,

sometimes it's adoption support. Champions is the one I think we've heard the most often,

some variation on champions. So that's what we're referring to. You might have heard it differently

or have it named differently in your team. The second thing is I think that for those of you who

are not inside a big enterprise and are wondering, is this worth continuing to invest my time in for

the rest of this episode? I would make a fairly strong argument that once you get past a basic

or intermediate level, once you're in that advanced AI category, you are going to be thrusted to

this role of champion in some way, shape or form. It's going to be for your friends and family

at the very least, but it also is likely if you are working with any number of people on a team,

this role in happening the champions role, it's a different muscle than just using AI, but communicating

how to use it well and thinking in terms where you can share what you're doing, process terms

basically rather than just implementation, I guess. And third thing, because NewFar wouldn't

shout this out, I don't think that there are very many people who have done more versions of this

with more different companies than NewFar. So this comes out of a lot of experience and not just

hacking at home experience, but direct in person, dozens and dozens of companies in different contexts

in which this type of work has been done. Thank you. Okay, I now have close to bear, and that is

first define what it really is. As Netanyl said, in many cases, you already know this person,

that's the person that you pick up the phone to whenever you want to know how to get something

with AI done, or there is something new that is now accessible and you want to understand how to

work with that. And my definition is that the AI champion is the person that in the team or in

the environment that is responsible for moving AI adoption and value forward. Often I call them

peer plus one because they sit within the team. They do the team's work, but they're a step ahead

in AI because they already are the person that are most psyched and able in AI or they were

appointed to this all. So it doesn't matter whether this appointment was done officially or that's

who you are the factor. I think that the AI champions are people who show what AI can do on the work

that the peers actually do. Not theoretical, but use cases from the day to day of their environment.

They also connect with other champions and in many cases with the central AI teams or other

professionals in order to build and use the relevant things the company offer. And they also

move people without necessarily having authority on them forward with their adoption. And before we

go to the actual job, the role does look quite different in different companies. So I wanted to give

you a spectrum. The spectrum is, as Natalia said, based on a lot of experience across multiple companies.

On the one hand, we have what sometimes companies will refer to as ambassadors. These are the best AI

users. Their role is primarily to drive AI adoption, to showcase the use case. They will bring their

real examples and they will do part of the work as well as training their peers officially or unofficial

in that case, by the way. And they also note how to voice what the team needs, the tools and the

internal bills that will help the team move forward with the adoption. At the complete other end of

the spectrum, we have what we can now call them an internal FDs. FDs stands for for deployed

engineers. And many of you have probably been hearing this terminology for many years. So it's a

bit loaded with many different interpretations because they've been here around for a while. But now

many of them are very much focusing on AI. So I'm going to define it quite simply in our context as a

professional builder who sits inside a business team and builds what the team needs. It can be all the

way from idea to production, including as we will discuss in the second part, the planning,

the value realization, some of them come from software and AI background, some of them. And I've

seen many of those were subject matter experts who made the real career pivot into building for their

teams with the many amazing tools that now many people can build with in between where many

companies typically lend the ambassador builder. So they also build for themselves and for their

immediate team, they typically will have a well-defined scope of what they can on canador. They

should have one and beyond that scope, they will be almost like a product manager. They will gather

the requirements, they will bring them to the relevant either vendors or internal teams that can

help them build properly what they want. So with the definition out of the way, let's talk about

the howtos and the howtos for AI champions. The comprise of two parts. We have part one which is

the company side, how you build a champion network stage by stage. And in part two is the champion side.

And as we said, whether you're official or unofficial champion, what you need to know and how to do

the job well. And I think that the second part, especially, will be applicable to all of you

super users who just want to also progress some of what they do and their thinking. So of course,

if you are a sponsor, the very first part is the playbook for you, starting with the company side.

And I think that whenever a company is talking about AI champions, they never just ask a single

question. They basically ask four questions. Many of them are not necessarily just related to

champions. It's just that when you start thinking about how can I create an internal movement

towards a better adoption, often these questions come to play. So the first question they often ask

is who gets to build. And that's basically the democratization question, who uses what others are

building and who's the one that is building for others and themselves. The second question is

what do we expect from everyone else because champions have a job. And so does everybody around them

all the other users. So it creates a lot of questions around expectations from regular users versus

champions. They also often ask how does AI spread from the field, meaning how people in the

ground pick up in a way that works, whatever was built for that. And lastly, how do the champion

work with the central teams or the vendors. And by that, I mean, the people who own the company's

AI tools and the IT and the security and everybody else that makes the decision. And even if nobody

in your company has the title of central teams, you are living with these questions because these

are like the the core things that differentiate between a company that is very opinionated to the ones

that are still kind of asking a bunch of questions. Let's go to process of establishing an AI network.

I think the very first question that I always like to ask companies is what are you planning to

accomplish by establishing an AI champion network. And very often they struggle to answer. And then

the second question that maybe I'm asking on the line between the ambassadors that you've seen to

the full builders, the four deployed engineers, where do you want your champions to be? This one

usually opens the conversation because now we're talking about something more concrete. What these

people will be allowed to do, what they'll be expected to do and what stays within central teams

or only professional vendors and builders. And even if you've been defining champions for a while,

that's an important discussion to have periodically because sometimes that changes for companies. And

you might have refined your thinking based on actual experience with democratization and building

on the ground. When you want to start well, I want you to configure the goals, the responsibilities

and the expectations. Ideally, written down and agreed with everybody else who is involved like I

see security and so on. To give a concrete example, one company that I'm working with after

pondering these questions for a while, they realize that primarily what they want is their champions

to be a good funnel that brings the relevant use cases from the ground to the central team that is

basically blind to the day-to-day reality of the different teams. And as such, it's a completely

different discussion and role and training for people whose main purpose is to basically become

a funnel for good use cases coming from the team. On the flip side, I've also seen companies that

change their mind after a while and then realize that they want to have champions as full-blown

builders and then they train them to become much more sophisticated, almost like the AI engineers,

they breed from the ground up. So that's the stage one. Stage two is the nomination and there are

three signals that I want you to look for very first in a good champion. A good champion is a person

that are among the most sophisticated AI users without being told to use AI they just do.

Their peers already come to them to ask questions and to get guidance and their managers will

actually give them enough time to work on AI also for others. And that's a big one because often

that's when great nominations fall short. Then there are other things like the ability for them to

influence without authority, knowing the business, ins and outs, taking initiative and a lot of

curiosity because as we know everything changes all the time, I want you also to remember that

like the person that you will nominate is a person that you want to retain and promote because

getting to be the AI champion and then boasting on that on social and so on is a huge perk and also

makes this person highly desirable for the market so make sure that you nominate the people that

truly deserve the one. This is also the area, the nomination where I've seen companies making

endless amount of mistakes and I did want to call them out because they are so common that

I will be amiss if I will not call them out. The first thing that I'm saying is very

senior people nominating themselves just because they want to improve their AI skills so they say

I'm going to be the AI champion or because they want to have influence on what's being built so

they nominate themselves. Senior people should sit in an AI committee like a dedicated steering

function that helps make the strategic decision. They shouldn't be the people who are chartered to

build and train their peers. I've also seen and that's very common. Great candidates in terms of

the reliability and everything else falls in place except they're also the busiest people on the

team and they just don't have the bandwidths to be the person who builds and trains and so on so

they're not a good use of your time. I've also seen people nominate as a reward. They're strong players,

let's nominate them as AI champions but they're just not good enough AI users or doesn't hold some

of the other traits and lastly never nominate the person who just started working yesterday.

One of the most important traits that the AI champion has is the ability to identify

use case and know the business in and out. If they don't know they're new to the team they will not

be a good enough champion. Okay the next thing that every company that is serious about champions need

to do is the training and of course you can run it internally if you have strong enough people you

can do a more concentrated bootcamp which is what often I get to do or you can go gradually and

just train them but even if they are great users ideally you should train them on specific

things namely part of what I will share in the second part. In my point of view whichever format

you choose to train them on their own work and my favorite test is very simple. Every champion

takes one really use case from their team and shows how they were able to build or promote it by

the end of whatever training that you do. If they can do that they're ready. If not maybe there is

some work to be done and usually this stage of the training ends with a kickoff or some kind of

certification. A lot of excitement of course everybody. People are very proud to have been chosen

and that's where the real test begins and that's where many of the initiatives fail because the

biggest predictor of whether these succeeds is what happens the day after you certify someone as

a champion and this is where we start talking about communities or networks and it needs several

things. I think one of the most important things that successful and devil like that needs is a

sponsor. Ideally two kinds of sponsors one that is more of the community type coming from HR or

the people team or anyone who knows how to run a community inside an organization effectively.

They keep the people side alive but we also want a professional sponsor. The one who works closely

with the chief AI officer. If you have one the one that is very savvy about AI that can also

steer the direction of the champion towards the company's AI adoption strategy. This person will

set the priorities and will bridge to everyone that the champion depends on namely all of these

internal teams and they keep the champions on what matters and keep the company clearing the

path for them the approvals and the access and the tools and so on. So these sponsors matter a lot

and I think that to name an example and one of the most successful companies that I've seen in

establishing an internal network they have a dynamic duo of an L&D expert and an AI expert working

together. They regularly keep their hand on the pulse. They regularly make sure that they understand

where the champion sits, what they need, what they're building, what the state of the industry is

and always trying to bridge the gap. On the flip side literally in every company where we might

have had an amazing AI champion course that never materialized into business value. The missing

piece was the continuation. Nobody took ownership on making sure that the champions are being used

effectively and learning continuously. That means that most will just return to the way they used

to work before and just to use AI as they used to work and not take it to the next level that we expect

for an initiative like that will take. One of the things that is interesting and maybe obvious to

some but is not necessarily always obvious is that I think of real challenge for enterprise decision

makers is both how much to invest in the right way to invest in training their people with AI.

It doesn't fit comfortably into previous models of corporate upskilling because it's so much more

robust than all encompassing but at the same time there's no established standards or clear

best practices really yet that everyone agrees upon for how to do this. And because of all that

that I think makes the question of how much to invest in different categories of people really hard.

This is once again one exception where whatever training you can do for this group who is going to be

then disseminating the most useful parts of that the most contextually relevant for that business parts

of that. It's just an extremely high ROI category of training even relative to other areas.

That makes it a valuable place to intersect. I guarantee that there are still lots and lots of

companies out there that have yet to invest in any sort of formal training. If you're one of those

this is I think a place to potentially look as a good intersection and a good starting point.

Yeah, I agree. And relatively small number of people that has a huge impact on the company versus

training everyone and that often is getting lost in too many people to many variants.

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let's talk about the community because first thing that I will say that everything that is

tool for any internal community is tool here you want routines you want champions to meet regularly

and make it easy for them to share the things that they're doing to learn together and to get

celebrated when they have interesting accomplishments based on what metals to you that they will do

another one that is underrated is to work with the champions managers because what I often see

is great champions whose managers don't have realistic expectations or don't know how to use them

or there's simply too big of a gap in the knowledge between the champion and the person who

manages them and then everybody's very frustrated so a short session it can be very short

to the managers of the champions to explain to them what the champions know what they expected to do

what like how to effectively leverage them creates a big difference in leveraging the output of

the fact that you already established these champions and lastly about the day after I think that

not everybody who was nominated will actually become champion either because they or the

managers have a different expectations than than what they have or people might live the work

gets too busy and some realize and I've seen that many many times the wall is just not for them it

sounded very good on paper but they just don't want to do that so the network has to be a very

living entity it needs to enable people to go and live the network easily and then they can

hand it over to someone else in the team we want to make it easy for new people to join in a clear

way and education never stops so it's always happening and if you already have a network and it's

losing energy this is where you start name your two sponsors check that every champion still have

the one or two days or sufficient capacity to do the work and if needed re-instigate the

commitment with their managers also let the people who can do the work step out of the wall and

thank them and nominate new people all the time the most tired networks that they see are missing

one of these elements that they just called out so that's the company side the clear goal the

right people the right training and the day after that is also a living breathing entity let's move

to the champion side and here I'm also reverting to what you said at the beginning even if you're

not an official champion but you are the best AI user in the company or in your environment I think

that you should listen to that because the these things are what differentiate regular per user from

one that is geared towards yielding more business value so a champion needs to know stuff that other

employees not necessarily I think it doesn't matter if you are like a pure ambassador or a full

builder a champion needs to understand the whole road and AI use case drivers all the way from

idea to production meaning something that people actually use every day and I think that there are

like three stretches before the build meaning that you know your ground you know what the company

allows to do and where the use cases reside you also need to decide if what and how to build then

you have the build itself from POC to production how do you create the agent or the automation of

the capability and of course here the proportion is based on the skills and how much you are allowed

to build and what are the tools that you have and after the build there is the entire part of the

value realization deployment and retiring a solution when needed so I want to give you a few thoughts

on each of them and these are like the main stops or the main things that a good champion should

be able to do well so does by the way a great power is so the first thing that I want you to

hone in on is the use case identification I want you to find the problems in your domain that are

worth solving and where the cost is justifying the money or the investment and you have to be a little

bit conservative here in the sense that assume that the investment will be higher than you anticipated

and that the value will not necessarily be as high in day one as you anticipated your ability to

articulate who suffers from this problem how often and what then look like really changes the picture

and then checking your idea that you have against what already exists so that the company build everything

just one time and not 100 times of the same use case another thing that I want you to pay attention

to as a champion is the ROI that's just being able to articulate what it worth versus what it cost

the core knowledge here as I said is to be the realistic person and it means that you need to ask

a bunch of questions about how it it will be used does it move a company like a critical

a performance indicator what we need to do in order to measure or make sure that we achieve the gods

I also want you to be very focused as a champion on the deployment side how do we make sure that

this great thing that we've built is getting into the right people's hands frequently enough and with

the right usage mode there's a question of where does it live who approves it and who supports it in

day two not just day one where everybody's excited and lastly and that's a big important thing

devaluation how do you know that the stuff that you built is actually good how do we know that we

can trust it how do we know when we cannot trust it how do we understand the risks of the mistakes

and I think it's one of the most important skills for any champion to be able to sign off on is the

thing good enough to put in the hands of users I'm reverting to the definitions and I want to make

it more concrete because for the same use case the different types of champions might address

differently for example maybe we have a use case where the team spends hours every week assembling

a summary of a customer in one okay the ambassador is primarily going to spot the use case describe

it clearly and make the case this is what it costs us today this is where I think it's

solvable and then they will take it to a central team or a vendor as a very clean request that

someone professional can execute once the solution is ready then they make sure that the value is

actually realized that the team uses that properly so they're introduced at the beginning and at the

end the ambassador builder also will build the version that works for the own team inside the scope

that the company allows them to build and then perhaps a second team will take it over from them to

fully productize and then of course they will need to be back for the deployment and the internal

FD they can take it all the way including the build and everything else whichever your champions wall

is configured of I want to give a few playbooks to make sure that the the parts that they are doing

will be done well and also this is relevant to other power users okay so the first question that

you should ask before anything gets built is whether or not you should even build that and I think

you'll be surprised how many times people don't even stop to ask should we build it just go ahead and

build the thing that you need to check is how often does this come up like is it a concrete use case

how much does it worth and how costly the mistake is because if the value and the error tolerance

justify it the decision will then be between reuse something maybe that is already existing

buying something building or maybe just adding it to the backlog for building in future state

but I think there is such a huge bias towards building among individuals and companies that part of

being a good champion is making these decisions from the grounded and the company connected point

of view not as a passion project but something that justifies the investment the second thing that

I wanted to make sure that as a champion you pay attention to is what should it be because I think

that nowadays we feel that everything needs to be an agent fully connected doing everything and so on

and I believe that keeping it simple or building the simplest solution that solve the problem is

the way to go so a good champion also has the mental model of what to derive technology for the job

sometimes it can be a shared set of abilities enough like a prompt instructions and files that your

team reuses sometimes a skill nowadays is the best way to do it the most streamlined way to

create the playbooks that can run on demand and sometimes it's an automation the same steps will

be executed every time sometimes there is a good justification for it to be a full blown agent that

you build for the team and so on but that's not always the case I wanted to start with the simplest

one that solves the problem and identify that there is a two-dustification to go from left to

right and we're not just building the most complex thing that we can think of only to be left with

something very hard to build maintain and test and lastly the last playbook that I wanted to make

sure that the champions are kind of being mindful about is defining the core properties before

you start to build so these are the things that you probably need to write down as requirements or

as spec for what's being built and each of them carries a lot of weight who is it for everyone is not

a good answer because anyone who has done any good UX knows that designing for everybody is designing

for nobody so be specific about the target audience what it needs to know and this is by the way often

when you discover that you have an entirely new project to do just to curate the relevant knowledge

before you can even start executing the idea that you have in mind I also wanted to ask how people

will use it so that it will actually be used and not a glorious vibe-quoted application that nobody

remembers where where do you are at least and what it must never ever do aka concrete and detailed

guarders often by the way starting the thinking with what your solution must never do creates much

more important clarity about what it should do and then ask yourself who checks the output

where do you enforce human judgment as part of the loop and how do you balance business value and

quality or safety of what you're building and lastly how do you know that it works you want to

configure the use cases it needs to be tested against as early as possible because when you configure

the use cases often that surface and critical conversations about edge cases and how difficult

it can be to evaluate them and this also helps to build the right thing and also helps kill it

before it's built because of the inability to ensure quality which is often the case.

So this is going to be the file that champions will hand over whether they're handing it over to

a vendor to the centrality or even to themselves it's a critical practice to do before. So I wanted to

give you a glimpse of three questions that I think differentiate between a regular power user and

a champion or a user that is very mindful about building the right thing in the right way. I'm

calling that often the builders or the champions checklist as we're wrapping things up I think that

one more thing that I wanted to observe is that unlike many things in I know days these playbooks

are not as transient as some of the other things because the tools they will change every quarter

and part of being a good champion or fostering a good champion networking glutes also teaching them

the latest and greatest in tools and in building techniques or identifying use cases techniques but

I deliberately spotlighted the things that remain valid even if the technology races forward

because you will still need the right people with the time to do it you will still need to decide

where on the line they sit between ambassador and builder and write it down they will still need to

get the whole road from idea to production and somebody will still need to own the day after.

So if all of these are done right by your champions you are much better positioned to establish

a successful process and if you are the champion themselves these are one of the best seats in the

company I can guarantee you because you see the problems across the team you work with the teams

or you build yourself and you learn the beginning and the end of the road of building while most people

only know kind of the middle of how to build the stuff in the middle and in order to help people

do that properly we are establishing an AI champions bootcamp so this is all very opinionated towards

what we believe champions need to do and we're starting quite shortly so if you want to be a champion

in your company or you were nominated as a champion in your company or maybe you're a

dispenser who wants to send a bunch of your champions out of a way we'll be very happy to

train them on all of these and more. Awesome so going back to the idea of how this role evolves

and how it doesn't evolve one really important context that I'm seeing more that's sort of been

lurking for all year but is getting even more urgent now is it's a version of the internal FTE

that's not necessarily a technical person by definition but is someone who has figured out

how to start using code and agentic coding tools to solve some parts of their work or to do parts

of their work it's the best example I think right now for companies and people inside companies

of the power and challenge of AI all at once obviously it is incredibly powerful for all these

people to be able to use code to do things for their jobs that they weren't able to before but

it creates this massive new set of challenges some of them are just knowing what to use that for

and how to do that and how to even think in those terms but a second part is obviously all the

sort of security and guard rails issues that come up and increasingly that's not just because

people are doing it wrong but because the agents are powerful and tenacious enough that they

tend to escape containment pretty quickly and and kind of weed their way into lots of different

systems so I actually see that as an area where the role of champions is going to become even more

mission critical because it's not just hey we're under optimizing this opportunity it's you know the

the roles are changing fundamentally and creating all these new challenges and we simply have to

figure out how to solve all those challenges so we can kind of move forward so I think that this

type of mindset and this type of role is going to become just nothing but more important for

companies going forward I agree and instead of shutting them down because you're concerned that

less professional buildings are building do the enablement and the infrastructure and even train

more of the subject matter experts because they will work on the right use cases and I believe that

this is even more challenging than mastering the technology itself so going back to the training

and obviously this is going to be a part of the bootcamp but what do you see broadly speaking as

how much is that about the skills of AI and making sure that they're as up to date as possible

and current with the state of the art versus some specific discipline around how they transmitted

internally I mean obviously I think it's both but you know how do you view that that breakdown

so obviously you need both but actually think that the building part is the easy part in the sense

that's not necessarily unique knowledge that there are many ways including just trial and

error where people learn how to build some of the things where it matters is for example the topic

that I've shown so evaluation of what your your building is not something that someone accidentally

lands upon that's something that differentiates the champion from the regular user so we will

pay a lot of emphasis on the things that are not just teachable by watching a new YouTube video

or playing with the tool and just figuring it out for yourself because the tool itself is very

powerful in letting you know what to do or even doing the work for you but the let's call it the

in between business technology and people side of everything that I just called out like I mentioned

before these are the things that we will make sure that people come out with with proper playbooks

because many of them are still being written as we speak and it's not something that most companies

will know how to train their own people all right well new far this is awesome stuff

lasting dimension I guess for folks who watch this and who want to start bringing some of these

ideas back to their organization I will be posting this presentation on the companion website for

this episode which is at aideallybrief.ai so you can go back and see all of these sort of the

breakdowns and all this sort of stuff but new far always great to have you on the show I think this

is a particularly important topic and excited to see how and learn more about how people are approaching

this issue