Why Gen AI Starts with the Digital Workplace

Sponsored by Lenovo

IT leaders are acutely aware of the transformative potential of generative AI (Gen AI). McKinsey’s research suggests that Gen AI could generate between 2ドル.6 trillion and 4ドル.4 trillion in annual global economic benefits by enhancing employee productivity[i] . Naturally, businesses are eager to tap into this potential to improve performance. However, unlocking the full capabilities of Gen AI requires a comprehensive transformation of the digital workplace and many businesses are still stuck at the starting line.

Lenovo’s Igniting Real Workplace Transformation report, based on a global survey of 600 IT leaders, reveals that while 97% of leaders understand the need to modernize the workplace to unlock Gen AI’s potential, over 60% have yet to take the first step. This delay is not just a missed opportunity—it’s a growing risk.

So, what’s holding businesses back? For many IT leaders the scale of transformation feels overwhelming, complex, or too risky. But continuing to hesitate means falling behind.

Overcoming Barriers to Transformation
One of the most significant challenges, identified by over 40% of IT leaders, is the lack of clarity on how to align digital workplace transformation with broader organizational goals. Without a clear vision, transformation efforts tend to stall or face delays, diminishing the potential of Gen AI.

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Another obstacle is competing IT priorities. Immediate concerns, such as security and sustainability, often push workplace transformation further down the agenda. However, 89% of IT leaders agree that modernizing the workplace is crucial to unlocking Gen AI’s full potential. Therefore, organizations must view workplace transformation not as a separate initiative but as the foundation for achieving broader business goals.

Other challenges are the lack of understanding of how to transform the digital workplace, the fact current IT support processes don’t leave IT leaders enough time to work on transformation, as well as the inability to build a business case for transformation.

Many IT leaders struggle to define clear goals and measurable outcomes, which makes it difficult to secure buy-in from senior leadership and the necessary resources. To gain support, the business case must demonstrate how transformation will lead to tangible results—whether that’s through cost savings, enhanced employee experiences, or improved organizational performance. Without these clear connections, it’s unlikely to gain the traction needed.

How IT Leaders Can Drive Transformation
Successful digital workplace transformation starts with a clear, actionable vision. But that vision must be more than just technological—it must align with the company’s core values, culture, and broader business strategy. Defining success is also crucial, and the objectives should directly support the overall business goals.

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One practical approach is to break the transformation into manageable milestones. The scale of the task can be overwhelming, but steady, incremental progress is essential. Securing leadership buy-in is vital so IT leaders must stress digital workplace transformation isn’t just another technology project but a major opportunity to deliver greater efficiencies, cost savings, and improve employee engagement.

They also need to remember that at the heart of any transformation are the people who will be affected. IT leaders must therefore consider the unique needs of employees and tailor solutions to support those needs. Equally, transformation should align tools and processes with how employees actually work—not just how management thinks they should work. Too often, this point is overlooked, when it is probably the most important factor in ensuring success.

Supporting broader IT goals
Digital workplace transformation is also integral to achieving other key IT objectives. To fully harness Gen AI’s capabilities, organizations must update their IT infrastructure to support automation and personalization. As cyber threats evolve, security systems must also evolve to safeguard against new risks. Furthermore, transforming the workplace can help organizations meet sustainability goals—whether by extending the lifecycle of devices or adopting more environmentally friendly delivery models.

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While digital workplace transformation may seem daunting, it is entirely achievable. With the right change management strategies, continuous employee training, and smooth technology integration, businesses can manage the transition successfully. By prioritizing these elements, organizations set themselves up for long-term success.

Conclusion
Digital workplace transformation is no longer optional—it’s a necessity. To realise the potential of Gen AI for growth, IT leaders need a clear strategy, executive support, and a focus on transformation. When executed well, transformation will deliver tangible benefits including increased productivity, enhanced security, and a more sustainable business model.

In the Gen AI era, digital transformation is the foundation for future success. The question is no longer if transformation should happen, but how quickly and effectively organizations can embrace it.

[i] Economic potential of generative AI | McKinsey

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