# Where do I begin? A step-by-step guide to adopting AI in your organisation Author: Pablo Martín Diez Original publication: 2024-12-18 Spanish original: https://estrategiabyaleph.substack.com/p/estrategia-64-de-la-teoria-a-la-practica English URL: https://elcontemplador.github.io/estrategia-english/essays/064/ Status: Published translation This is a translation of the original Spanish essay published on 18 December 2024. Its claims, examples and forecasts retain that historical context. English publication: 2026-09-29 Throughout the year, the estrategIA newsletter has examined tools, pioneering cases, emerging trends and critical perspectives on AI’s impact on politics and government. In this issue, however, taking the end of the year as an opportunity to reflect, we want to address a question many of our readers often ask: “This is all very well, but… where do I begin if I want to apply AI in my organisation?” To answer that question, it is useful to turn to the methodology proposed by Andrew Ng — Stanford professor and co-founder of Coursera, recognised worldwide for his contribution to AI — who sets out a practical, staged process for incorporating AI into any organisation. This methodology proposes an iterative cycle that begins with specific experiments and culminates in a strategy for transformation across the organisation. ## 1. Run successful, engaging pilot projects The starting point should be a clearly defined pilot project, limited in scope and with a specific objective that produces tangible results. For example, a government department could automate document analysis to generate reports, or automate the processing of certain grants, freeing its analysts from repetitive tasks. What matters is that this initial project builds confidence internally. A successful pilot demonstrates that AI is more than theory: it is a practical tool that adds value, encouraging different parts of the organisation to join the transformation. ## 2. Establish an internal AI team Once the benefits have been demonstrated on a small scale, the next step is to build a specialist internal team. Although it is tempting to rely mainly on external consultants for immediate results, investing in internal talent lays the foundations for sustained innovation. An in-house team understands the organisation’s culture, its political priorities and the social dynamics around it. For a public institution or political party, this has strategic value. Having an internal AI team means technological autonomy and the ability to respond to new needs. This team can work closely with communication specialists, political analysts and policymakers, ensuring that AI-based solutions address local realities and social priorities. ## 3. Provide AI training for all employees AI should not be the preserve of a small technical group. Basic knowledge of what AI is, how it works, and its possibilities and limitations must spread throughout the organisation. The aim is not to turn everyone into an expert, but into an informed user, able to identify opportunities for improvement and understand recommendations generated by automated systems. In politics, this technological literacy is essential. Senior managers, civil servants, advisers, administrative staff and communication professionals must understand the fundamentals of AI to assess its outputs critically and propose new applications. Training across the workforce creates an internal culture open to innovation and reduces resistance to change. ## 4. Develop a robust, realistic strategy Once the previous steps — pilots, an internal team and training — have been completed, the organisation has enough experience to design a comprehensive AI strategy, which should take account of these four pillars: > **Alignment with the mission:** every strategy must serve the institution’s overarching objectives and fundamental values. For example, a political party with a social focus might prioritise identifying citizens’ needs or automating citizen participation. > > **Identifying opportunities:** which processes can be automated or improved with AI? Where are there large volumes of data that have yet to be used? > > **Scalability and prioritisation:** not everything can be done at once. Projects should be prioritised according to their impact, technological feasibility and the resources available. > > **Regulatory and ethical framework:** particularly in the public sector, an AI strategy must address personal data protection, transparency in algorithmic decision-making and the assessment of potential biases. ## 5. Develop internal and external communications AI transforms not only processes, but also perceptions of the organisation, both inside and outside it. Communicating this change strategically is essential. - **Internal communication:** explain to staff how AI can improve working conditions, avoiding fears about automation. It is important to highlight new opportunities for training and growth. - **External communication:** show citizens or clients AI’s tangible benefits: faster procedures, more accurate decisions and better services. A clear, transparent narrative builds trust and legitimises AI adoption. - **Social legitimacy:** through effective communication, organisations gain public support and minimise resistance to change. [![Diagram showing five successive layers of AI adoption in public organisations, from initial awareness to organisational transformation; all labels translated below.](https://elcontemplador.github.io/estrategia-english/assets/images/cc7f3b4c-5154-4880-b457-401cca3e7121_921x1065.png)](https://substackcdn.com/image/fetch/$s_!a1qF!,f_auto,q_auto:good,fl_progressive:steep/https%3A%2F%2Fsubstack-post-media.s3.amazonaws.com%2Fpublic%2Fimages%2Fcc7f3b4c-5154-4880-b457-401cca3e7121_921x1065.png) *Diagram translation — “Implementing AI in public organisations”. Downward arrows connect initial AI awareness to five successive layers:* 1. Run pilot projects. 2. Build an internal team. 3. Train employees. 4. Develop an AI strategy. 5. Communicate. *The arrows continue to the final outcome: organisational transformation.* ## How Institución Educativa ALEPH can contribute Allow us briefly to explain that Institución Educativa ALEPH, with a large team of experts bringing more than two decades of experience in political communication and specific knowledge of the sector, reflected in more than sixty editions of the estrategIA newsletter and several research articles, stands as a relevant potential partner for organisations seeking to strengthen their AI capabilities. Our work focuses specifically on incorporating AI into training processes and improving communication, both internal and external. The central question is whether your organisation is ready to meet the challenges AI presents. Readiness means not only adopting technological tools, but also transforming organisational culture, training teams and rethinking communication strategies. Drawing on its record and experience, Institución Educativa ALEPH offers specialist support in each of these areas to help organisations successfully navigate the changes demanded by today’s environment. ## Conclusions In the not-too-distant future, the gap between organisations that know how to make use of AI’s advantages and those that fall behind will grow ever wider. Institutions that adopt AI systematically will have greater efficiency, better results and a greater capacity to respond to new challenges. These organisations will set the standard for the quality and reach of the services they offer, particularly in sectors where citizens demand faster, more efficient and more transparent responses. AI is not an option, but an imperative for organisations seeking to remain competitive and relevant in the twenty-first century. This article, which aims to be a practical and comprehensive guide, is a call to action for organisations wishing to embark on the fascinating journey of digital transformation. AI is not a technology of the future, but a present reality that is already transforming how we live, work and govern. The organisations that embrace this reality and adapt to its changes will be the ones that set the course in the years ahead. Pablo Martín Diez *Academic Director of Institución Educativa ALEPH* *Translation note: the opening question is translated from the Spanish source.*