The modern workplace and technology are synonymous with each other. One cannot imagine a workplace without the use of technology. Its penetration continues to reshape the work and workplace, whether with or without oversight.

While organisations are often slow to adapt, workers are already embracing them. According to data shared by Divya Kumar, Global Deputy CFO and Chief Analytics Officer, of Decathlon, around 28% of workers are currently using AI at work, and over half are without the formal approval of their employers. An additional 32% are expected to use the generative AI at work soon. This points out that penetration of technology will continue with or without oversight.

“This widespread, sometimes uninformed adoption highlights a critical challenge. On the flip side, leaders are grappling with uncertainty—they feel ill-equipped and unprepared to address these changes. This creates a striking dichotomy: workers are diving into this new landscape individually, while organisations and their leaders remain hesitant, stuck in a state of cautious inertia,” said Divya Kumar, during her keynote address at People Matters TechHR Pulse in Bengaluru.

Seeing tech disruptions, as a constant, Divya emphasises evolving leadership behavior. “Instead, they’re becoming an everyday reality, with something new emerging every couple of months. This raises a critical question: how can leadership adapt to manage this ongoing disequilibrium effectively?”

For Divya consistency is the key to addressing the ongoing tech disruptions. “It’s not just about assembling a digital team or implementing new technologies—it’s about embedding change into the very fabric of the organisation.”

She highlights that the challenge lies in enabling everyone, from those who have been with the company for decades to newer members, to absorb and adapt to these disruptions effectively. To tackle this, Divya suggests focusing on three critical areas including leadership, culture, and systems.

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It is important how do we, as leaders, show up. The second is culture. What kind of culture do we create as leaders? Fostering an environment that encourages adaptability, resilience, and openness to change, rather than rigidity or resistance. And, the third important factor is the system. What kind of systems do we establish to continuously adopt and adapt to change, ensuring the organization remains flexible and forward-looking?

Humility, inspiration, and leading by example

To inspire collaboration and trust among the team, Divya sees humility as a crucial factor. Leaders must first acknowledge that they don’t have all the answers. “When leaders demonstrate vulnerability, team members are more likely to step forward with their knowledge and ideas.”

Citing the example of leading by example, she mentioned a CFO who attended a two-month machine learning course at a premier B-school, signaling his willingness to learn and adapt. This motivated the entire organisation to upskill and embrace new technologies.

Building a culture of curiosity, courage, and agility

Creating the right culture is the next step. Leaders must foster curiosity by rewarding those who explore new knowledge and share their insights. For example, celebrating a retail employee who transitioned into data analytics inspires others to follow suit.

Courage is equally essential—people need to feel empowered to stand up, take risks, and drive change. Finally, agility must be woven into the organisation’s processes, enabling teams to adapt seamlessly to new tools and technologies without disrupting operations.

Human-centric approach is a must

Amid all this, the focus must remain on people. The purpose of adopting AI and analytics should be to improve the lives of customers, employees, and society. For instance, retail associates who use AI tools to make personalised recommendations see the direct impact on customer satisfaction. “This human-centric perspective makes the adoption of technology meaningful and fulfilling.”

Enabling change through standards and integration

Leadership and culture alone won’t drive change without the right systems in place. Organisations must prioritise learning, communication, and integration. Communication is equally important. Success stories, like an employee’s journey from finance to data analytics, should be celebrated to normalise innovation and encourage others.

Flexibility in tools and processes is another cornerstone. Systems should be designed to integrate new advancements seamlessly, rather than rebuilding from scratch. “Think of Google’s Gemini, which embeds AI capabilities within familiar tools, making adoption intuitive and non-disruptive,” mentions Divya.

Rethinking talent and ways of working

The rise of new technologies demands a fresh approach to talent management. Organisations must rethink hiring practices, remuneration grids, and team structures to attract and retain specialised talent. For instance, hiring a small, skilled team to upskill others can be more efficient than building a large specialised workforce.

Additionally, cross-functional collaboration must become the norm, says Divya. “AI and analytics are no longer support functions—they’re integral to business strategy. Embedding data professionals within teams ensures they are part of the conversation, not on the sidelines.”

Finally, governance is critical to ensure the ethical and effective use of AI. Clear policies do’s and don’ts, and risk frameworks must be established and communicated organisation-wide. 

The challenges of constant disruption demand a systemic, long-term approach to leadership, culture, and systems. Leaders must balance humility with inspiration, foster a culture of curiosity and courage, and design systems that enable adaptability. By rethinking talent management, governance, and risk, organisations can thrive in this new era of change—making AI and analytics tools that enhance, not replace, human potential.