Strategy, Enablement, Outcomes: Preparing Teams for AI success
AI is no longer optional – it’s at the top of the agenda for nearly every modern organisation. 77% of CEOs see AI as the start of a new era, yet only 44% believe their CIOs are truly “AI-savvy”1. As CTO of Resolutiion, I’ve seen that turning this opportunity into reality requires more than technology: it demands a clear strategy, empowered teams, and a relentless focus on outcomes.
Here’s how Strategy, Enablement, and Outcomes can prepare your team for AI success.
Strategy: Align AI with Vision and Value
A successful AI journey starts with a solid strategy grounded in business value and long-term vision. Rather than deploying AI for AI’s sake, clarify the problems you want to solve or opportunities to seize—whether improving customer experience, increasing efficiency, or opening new revenue streams. Treat preparation as king: Gartner predicts 85% of AI projects will fail to deliver on their promises due to poor preparation and skills gaps2, so fix foundational data and process issues upfront—AI won’t magically fix broken data pipelines.
Look ahead to trends like vertical AI (domain-specific solutions) and agentic AI (autonomous systems). AI “copilots” are emerging everywhere—coding assistants, customer service chatbots—and can augment human work. Ask: could an AI copilot help your sales team? Could a domain-trained model give you an edge? At Resolutiion, we combine specialised models with agentic capabilities, so our systems don’t just analyse problems—they help resolve them autonomously.
Decide what to build versus buy. With AI advancing at breakneck speed, buying proven solutions often makes sense. A robust strategy identifies which capabilities are core—and worth developing internally—and which are better sourced from partners
By adopting a top-tier AI platform, you tap into cutting-edge expertise and continual upgrades. This lets your team focus on integrating AI and fine-tuning it to your needs, rather than wrestling with foundational R&D.
Governance and ethics must be baked in from day one. Trust is the currency of AI adoption—without it, even the smartest system will face resistance. Define clear principles around data privacy, fairness, and accountability. JPMorgan, for example, now requires AI suppliers to document their training data, model development, and bias assessments. By prioritising security, ethics, and compliance, you build a competitive edge and avoid costly setbacks.
Finally, treat your AI strategy as a living framework. The AI landscape changes too fast for a rigid five-year plan. Set direction and end-goals but remain agile: revisit and refine your roadmap as new technologies or regulations emerge. At Resolutiion, we maintain a horizon scan of capabilities and continuously integrate relevant advances. Your organisation should do the same— plan for today, adapt for tomorrow.
Enablement: Empower Your People and Culture
Even the best strategy won’t succeed if your people aren’t on board. Enablement is about preparing everyone—from the C-suite to the front lines—to thrive alongside AI. This is ultimately a human transformation.
Start with leadership and knowledge. Close the AI-savviness gap by investing in AI literacy. Offer targeted training, workshops, and hands-on sessions with AI tools. Many CEOs upskill existing staff rather than hire new talent—your people already know your business. At Resolutiion, we run regular AI sessions for our teams and the market, demystifying the latest techniques. The result is a workforce that feels confident and curious about AI, not fearful.
Encourage experimentation and collaboration. AI adoption flourishes when teams on the ground actively participate. Designate AI champions in each department to identify use cases and mentor peers. Run hackathons or innovation days to surface grassroots ideas. When employees pilot AI in their own projects, they trust and use the solutions. They also form crucial feedback loops, revealing ethical or practical issues early. Inclusive experimentation turns AI from something imposed into something developed with employees.
Address cultural and organisational change. AI—especially agentic and autonomous systems—can unsettle routines and roles. Communicate clearly how AI will augment jobs, eliminating tedious tasks and unlocking creative potential. Embrace an “AI copilot” mindset: AI handles repetitive work, humans focus on judgment and strategy. In law, engineering, and beyond, AI copilots draft documents or summaries, with experts reviewing and finalising. Celebrate wins where AI-assisted teams achieve better outcomes, attributing success to the human-machine partnership.
Embed ethics and responsibility throughout. Train everyone interacting with AI on ethical use, bias avoidance, and data safeguards. At Resolutiion, we instil a “human in the loop” mantra—our AI systems never operate unchecked. This oversight empowers our talent to own AI outcomes and ensures accountability. When your people are skilled and ethically invested, your organisation can truly harness AI.
Outcomes: Focus on Real Impact and Iterate
With strategy and enablement in place, the final piece is an obsession with outcomes. AI success isn’t measured by your algorithms’ novelty—it’s measured by the tangible value they deliver.
From day one, define success in business terms: reducing processing time from days to minutes, increasing sales conversion rates, or cutting operating costs. Set clear metrics and track them religiously. Avoid getting lost in proofs-of-concept; keep deployment and business impact front and centre.
Start with small, high-impact pilots that demonstrate value quickly. Rather than a multi-year moonshot, pick a manageable use case that addresses an urgent need. Implement a pilot, measure results, and learn. Successful pilots build confidence and funding; unsuccessful ones teach you where to refine data, models, or approaches. This agile, outcome-driven method aligns AI with business needs and builds momentum through successive wins.
Plan integration from the outset. Don’t let pilots stall in isolated labs. Use open standards and APIs so AI tools plug into existing IT systems and feed other processes. For example, if an AI system generates predictive insights for one unit, build pipelines and interfaces for company-wide use or customer-facing apps. Integration may not be glamorous, but it’s often the last mile that determines scale.
Embrace failure honestly. If a project isn’t delivering, pivot or pull the plug. Foster transparency so teams feel safe reporting problems. Outcome measurements should guide genuine improvements, not vanity metrics.
Consider JPMorgan Chase’s example: its “Coach AI” assistant helped financial advisers increase gross sales by 20% from 2023 to 2024 and find information 95% faster3. By focusing AI on improving client service, JPMorgan turned technology into a concrete win—higher revenue and better customer experience.
Finally, sustain and compound outcomes. When you achieve a positive result, update standard operating procedures, train more staff on the AI-enabled process, and retire obsolete legacy methods. Monitor performance to catch model drift or changing conditions. A continuous improvement cycle turns today’s outcome into lasting transformation.
Achieving AI success is a journey that interweaves technology with strategic clarity, human empowerment, and business-focused execution. By prioritising a strong strategy, enabling your teams, and obsessing over outcomes, you create the conditions for AI to flourish. Stay adaptive—embrace new developments in vertical and agentic AI, and balance building in-house with leveraging external expertise. At Resolutiion, we’ve built our platform and culture around these principles, and help our clients do the same. The AI revolution is accelerating; with the right preparation, your team can ride this wave to new heights. Strategy, Enablement, and Outcomes in balance make AI success not just possible—but achievable today, and a foundation for even greater things tomorrow.
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Usman Ikhlaq
Usman Ikhlaq
Usman joined techUK in January 2024 as Programme Manager for Artificial Intelligence.
He leads techUK’s AI Adoption programme, supporting members of all sizes and sectors in adopting AI at scale. His work involves identifying barriers to adoption, exploring solutions, and helping to unlock AI’s transformative potential, particularly its benefits for people, the economy, society, and the planet. He is also committed to advancing the UK’s AI sector and ensuring the UK remains a global leader in AI by working closely with techUK members, the UK Government, regulators, and devolved and local authorities.
Since joining techUK, Usman has delivered a regular drumbeat of activity to engage members and advance techUK's AI programme. This has included two campaign weeks, the creation of the AI Adoption Hub (now the AI Hub), the AI Leader's Event Series, the Putting AI into Action webinar series and the Industrial AI sprint campaign.
Before joining techUK, Usman worked as a policy, regulatory and government/public affairs professional in the advertising sector. He has also worked in sales, marketing, and FinTech.
Usman holds an MSc from the London School of Economics and Political Science (LSE), a GDL and LLB from BPP Law School, and a BA from Queen Mary University of London.
When he isn’t working, Usman enjoys spending time with his family and friends. He also has a keen interest in running, reading and travelling.
Sue Daley OBE
Sue Daley OBE
Sue leads techUK's Technology and Innovation work.
This includes work programmes on cloud, data protection, data analytics, AI, digital ethics, Digital Identity and Internet of Things as well as emerging and transformative technologies and innovation policy.
In 2025, Sue was honoured with an Order of the British Empire (OBE) for services to the Technology Industry in the New Year Honours List.
She has been recognised as one of the most influential people in UK tech by Computer Weekly's UKtech50 Longlist and in 2021 was inducted into the Computer Weekly Most Influential Women in UK Tech Hall of Fame.
A key influencer in driving forward the data agenda in the UK, Sue was co-chair of the UK government's National Data Strategy Forum until July 2024. As well as being recognised in the UK's Big Data 100 and the Global Top 100 Data Visionaries for 2020 Sue has also been shortlisted for the Milton Keynes Women Leaders Awards and was a judge for the Loebner Prize in AI. In addition to being a regular industry speaker on issues including AI ethics, data protection and cyber security, Sue was recently a judge for the UK Tech 50 and is a regular judge of the annual UK Cloud Awards.
Prior to joining techUK in January 2015 Sue was responsible for Symantec's Government Relations in the UK and Ireland. She has spoken at events including the UK-China Internet Forum in Beijing, UN IGF and European RSA on issues ranging from data usage and privacy, cloud computing and online child safety. Before joining Symantec, Sue was senior policy advisor at the Confederation of British Industry (CBI). Sue has an BA degree on History and American Studies from Leeds University and a Masters Degree on International Relations and Diplomacy from the University of Birmingham. Sue is a keen sportswoman and in 2016 achieved a lifelong ambition to swim the English Channel.
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Tess Buckley
Tess Buckley
A digital ethicist and musician, Tess holds a MA in AI and Philosophy, specialising in ableism in biotechnologies. Their professional journey includes working as an AI Ethics Analyst with a dataset on corporate digital responsibility, followed by supporting the development of a specialised model for sustainability disclosure requests. Currently at techUK as programme manager in digital ethics and AI safety, Tess focuses on demystifying and operationalising ethics through assurance mechanisms and standards. Their primary research interests encompass AI music systems, AI fluency, and technology created by and for differently abled individuals. Their overarching goal is to apply philosophical principles to make emerging technologies both explainable and ethical.
Outside of work Tess enjoys kickboxing, ballet, crochet and jazz music.
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- tessbuckley.me
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- https://www.linkedin.com/in/tesssbuckley/
Laura Foster
Laura Foster
Laura is techUK’s Associate Director for Technology and Innovation.
She supports the application and expansion of emerging technologies, including Quantum Computing, High-Performance Computing, AR/VR/XR and Edge technologies, across the UK. As part of this, she works alongside techUK members and UK Government to champion long-term and sustainable innovation policy that will ensure the UK is a pioneer in science and technology
Before joining techUK, Laura worked internationally as a conference researcher and producer covering enterprise adoption of emerging technologies. This included being part of the strategic team at London Tech Week.
Laura has a degree in History (BA Hons) from Durham University, focussing on regional social history. Outside of work she loves reading, travelling and supporting rugby team St. Helens, where she is from.
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- www.linkedin.com/in/lauraalicefoster
Nimmi Patel
Nimmi Patel
Nimmi Patel is the Head of Skills, Talent and Diversity at techUK. She works on all things skills, education, and future of work policy, focusing on upskilling and retraining. Nimmi is also an Advisory Board member of Digital Futures at Work Research Centre (digit). The Centre research aims to increase understanding of how digital technologies are changing work and the implications for employers, workers, job seekers and governments.
Prior to joining the techUK team, she worked for the UK Labour Party and New Zealand Labour Party, and holds an MA in Strategic Communications at King’s College London and BA in Politics, Philosophy and Economics from the University of Manchester. She is currently taking part in the 2024-25 University of Bath Institute for Policy Research Policy Fellowship Programme.
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- https://www.linkedin.com/in/nimmi-patel1/
Audre Verseckaite
Audre Verseckaite
Audre joined techUK in July 2023 as a Policy Manager for Data. Previously, she was a Policy Advisor in the Civil Service, where she worked on the Digital Markets, Competition and Consumers Bill at the Department for Science, Innovation and Technology, and at HM Treasury on designing COVID-19 support schemes and delivering the Financial Services and Markets Bill. Before that, Audre worked at a public relations consultancy, advising public and private sector clients on their communications, public relations, and government affairs strategy.
Prior to this, Audre completed an MSc in Public Policy at the Korea Development Institute and a Bachelor's in International Relations and History from SOAS, University of London. Outside of work, she enjoys spending time outdoors, learning about new cultures through travel and food, and going on adventures.
Edward Emerson
Edward Emerson
Edward leads the Digital Economy programme at techUK, which includes our work on online safety, fraud, and regulation for growth initiatives.
He has prior experience working for the Department for Digital, Culture, Media and Sport and has previously worked for a number of public affairs consultancies specialising in research and strategy, working with leading clients in the technology and financial services sectors.
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- [email protected]
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- https://www.linkedin.com/in/edward-emerson-009189183
Heather Cover-Kus
Heather Cover-Kus
Heather is Head of Central Government Programme at techUK, working to represent the supplier community of tech products and services to Central Government.
Prior to joining techUK in April 2022, Heather worked in the Economic Policy and Small States Section at the Commonwealth Secretariat. She led the organisation’s FinTech programme and worked to create an enabling environment for developing countries to take advantage of the socio-economic benefits of FinTech.
Before moving to the UK, Heather worked at the Office of the Prime Minister of The Bahamas and the Central Bank of The Bahamas.
Heather holds a Graduate Diploma in Law from BPP, a Masters in Public Administration (MPA) from LSE, and a BA in Economics and Sociology from Macalester College.
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- [email protected]
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- https://www.linkedin.com/in/heather-cover-kus-ba636538
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Luke Bellamy
Luke began his career at BAE Systems, developing mission-critical software with stringent quality and security requirements. He then took on his first CTO role at a startup, where he designed and implemented sports performance tracking software. Luke later joined Booking.com as a Senior Software Engineer, contributing to some of the company's highest-traffic, search-critical systems. He is currently the Chief Technology Officer at Resolutiion — the agentic AI platform for commercial relationships, designed to drive collaboration, strengthen partnerships, and manage misalignment, complexity, conflict, and disputes. In this role, he leads platform development, defines technical strategy, and ensures the delivery of scalable, secure, and high-quality software solutions.