#242：浸信会医疗集团的营销团队如何引领AI转型

这件事真的会从根本上改变我们的工作方式，既让人兴奋，又让人感到完全不知所措。

This was something that was going to truly fundamentally change how we worked, which was both exhilarating and entirely intimidating at the same time.

欢迎收听《AI转型》，这是《人工智能秀》的一个特别系列。

Welcome to AI transformations, a special series from the artificial intelligence show.

我是迈克·卡普特，SmarterX和营销AI研究所的首席内容官，也是你们的主持人。

I'm Mike Kaput, chief content officer at SmarterX and Marketing AI Institute, and I'll be your host.

每家企业的AI转型之路都不一样。

Every business's AI journey looks different.

在每一集中，我都会与经历过真实AI转型的领导者们坐下来聊聊，包括真实的故事、促使他们行动的那些痛点、事情开始有起色的那一刻，以及他们今天能看到的成果。

In each of these episodes, I sit down with leaders who have lived through real AI transformation, including the actual stories, the pain points that push them to act, the moment things started to click, and the results they can point to today.

所以，加入我们吧，一起在《AI转型》系列中提升大家的AI素养。

So join us as we accelerate AI literacy for all as part of our AI transformations series.

欢迎大家收听《人工智能秀》第242期。

Welcome everyone to episode 242 of the Artificial Intelligence Show.

我是迈克·卡普特，《人工智能秀》的联合主持人，也是SmarterX的首席内容官。

I am Mike Kaput, cohost of the Artificial Intelligence Show and chief content officer here at SmarterX.

今天的节目，你可能已经开始熟悉了。

Now today's episode, you're starting to probably get familiar with.

这和你们平时看的节目有点不一样。

This is a little different from your regularly scheduled programming.

这是我们正在推出的一个特别系列节目，叫“AI转型”，由Google Cloud赞助。

It is a special episode in a limited series that we're running called AI transformations presented by Google Cloud.

在这个系列里，我们聚焦的是真实公司如何用AI推动真正的变革。

So in this series, we are spotlighting how real companies are driving real change using AI.

每一集，我们都会探讨全球一些最具创新力的公司的领导者，如何积极利用AI来改变他们的团队、部门，甚至整个组织的工作方式。

In each episode, we explore how leaders at some of the world's most innovative companies are actively using AI to transform how their teams, departments, or even entire organizations work.

我们通过直接采访这些领导者来做到这一点，就在这个节目上，包括今天和我一起的Baptist Health的Christine Kotler。

And we do that by interviewing those leaders firsthand right here on the show, including Christine Kotler from Baptist Health who is here with me today.

关于Christine和Baptist的更多内容，稍后再说。

Much more on Christine and Baptist in a minute.

为了给刚接触这个系列和这种形式的朋友们再强调一下，我们和Google Cloud合作的原因很简单，因为AI转型可能听起来很抽象。

Just to kind of reiterate for folks who are new to this series in this format, the reason we're doing this in partnership with Google Cloud is simple, because AI transformation can feel very abstract.

大家都在谈论AI的重要性，但真正展示它在实际公司、实际团队中，在真实约束和真实业务成果下是什么样子的人却少得多。

Everyone is talking about the importance of AI, but far fewer people are showing what it actually looks like in practice inside real companies, real teams, and with real constraints and real business outcomes.

所以这些对话的目标就是让AI转型变得更加具体。

So the goal of all these conversations is to make AI transformation much more concrete.

我们希望你能听到其他领导者是如何应对的，他们学到了什么，以及当你在自己的组织中考虑AI时，可以应用哪些实际经验。

We want you to hear how other leaders are approaching it, what they're learning, and what practical lessons you can apply as you think about AI inside your own organization.

那么，让我们进入今天的节目。

So with that, let's get into today's episode.

今天的节目由Gemini Enterprise赞助。

Today's episode is brought to you by Gemini Enterprise.

各种规模的企业都在转向AI。

Businesses of every shape and size are turning to AI.

他们正在学习如何更快地行动，做更多的事情，并提高他们的绩效。

They're learning how to move faster, do more, and improve their performance.

但你不能随便把你的数据交给任何平台。

But you cannot just hand your data over to any platform.

你需要一个经验丰富的可信赖合作伙伴，这正是Gemini Enterprise的用武之地。

You need a trusted partner with years of experience, and that's where Gemini Enterprise comes in.

Gemini Enterprise帮助你构建复杂的AI代理，这些代理可以连接你的业务数据，同时通过世界级的安全和治理措施保护数据。

Gemini Enterprise helps you build sophisticated AI agents that can connect with your business data while also keeping it protected by world class security and governance.

所以，你不再需要在性能和保护之间做出妥协。

So there's no more compromising between performance and protection.

你今天就可以在cloud.google.com/gemini-enterprise开始使用。

You can go get started today at cloud.google.com/gemini-enterprise.

网址是cloud.google.com/gemini-enterprise。

That's cloud.google.com/gemini-enterprise.

今天，我们邀请到了Christine Kotler，她是Baptist Health South Florida的首席营销和传播官。

Now today, we are talking with Christine Kotler, chief marketing and communications officer at Baptist Health South Florida.

Baptist Health是南佛罗里达州最大的医疗保健组织，拥有12家医院、超过3万名员工、4500名医生，以及遍布四个县的200个门诊中心、紧急护理设施和医生诊所。

Baptist Health is South Florida's largest health care organization with 12 hospitals, more than 30,000 employees, 4,500 physicians, and 200 outpatient centers, urgent care facilities, and physician practices spanning four counties.

今天Christine来到我们这里，是因为Baptist Health的营销和传播团队在过去两年里建立了一个AI采用模型，这个模型从普及AI知识开始，然后转向同伴支持、工作流程集成工具试点，以及营销和传播团队在支持组织AI旅程中发挥更广泛的领导作用。

Now Christine is here with us today because Baptist Health's marketing and communications team has spent the past two years building an AI adoption model that began with literacy, then moved into peer support, workflow integration tool pilots, and marketing and comms taking a broader leadership role in supporting the organization's AI journey.

这段旅程其实早在2024年就开始了，当时克里斯汀经历了一个关于AI的顿悟时刻。

Now that journey began way back in 2024 with what Christine describes as a eureka moment about AI.

所以，她的团队没有一开始就大规模推广技术，而是利用外部项目和Baptist Health的人力资源及IT资源，制定了一套定制化的学习大纲。

So rather than starting with a broad technology rollout, her team created a customized learning syllabus using outside programs and Baptist Health's HR and IT resources.

然后，他们把学习和绩效评估挂钩，这样AI发展就成了工作的一部分，而不是可做可不做的事情。

Then they connected that learning to performance evaluation so AI development became part of the job rather than an optional activity.

随着项目的推进，团队发现人们接受AI的速度并不一样。

As the program progressed, the team learned that people did not adopt AI at the same pace.

实际上，Baptist Health识别出了一批早期采用者，称为“AI夏尔巴人”，然后增加了每周的学习实验室、答疑时间、AI委员会，并围绕学习工具、使用案例和治理设立了专门的工作组。

Baptist Health, in fact, identified a group of early adopters called AI Sherpa's, then added weekly learning labs, office hours, and AI council, and focused work streams around learning tools learning tools, use cases, and governance.

部门还开始进行短期试点，以确定某个工具是应该全员使用、小范围使用，还是根本不用。

The department also began running short pilots to determine whether a tool should be used by everyone, a smaller group, or even no one at all.

这种转变也在改变谁来做领导，以及哪些技能更重要。

So the transformation is also changing who leads and what skills matter.

比如，有一位团队成员原本是餐饮创业者，没有任何医疗营销背景，但后来成了AI夏尔巴人中的领导者，并开始围绕营销技术和赋能构建新的解决方案。

For instance, one team member actually came in with a background as a restaurant entrepreneur with no health care marketing background, then actually became a leader among the AI Sherpa's and began building new solutions around marketing technology and enablement.

Baptist Health现在正在围绕这类工作开发新的岗位和职位描述，而且这项工作正在不断扩展。

Baptist Health is now developing new roles and job descriptions around work like this, and that work is spreading.

战略、财务、人力资源以及其他企业支持部门已经开始参加学习课程，并向市场营销和传播部门寻求帮助。

Strategy, finance, HR, other corporate support functions have begun joining the learning sessions and asking marketing and communications for help.

所以，在这次与Christine的对话中，我们将探讨是什么引发了这场变革，Baptist Health如何建立其学习与支持体系，AI如何改变实际工作，以及Christine在领导团队经历这一变革中学到了什么。

So in this conversation with Christine, we're going to unpack what sparked this transformation, how Baptist Health has built its learning and support system, how AI is changing actual work, and what Christine has learned about leading people through this change.

Christine，非常感谢你来到我们的节目。

Christine, thanks so much for being on the show.

我们非常高兴能邀请到你。

It's such a pleasure to have you.

Mike，很高兴见到你，也很高兴能来这里。

Mike, good to see you and glad to be here.

那么，让我们开始吧。先回到2024年，当时Baptist Health的市场营销和传播团队开始认真接触生成式AI。

So let's kick off by take us back to 2024 when Baptist Health's marketing and communications team began to seriously engage with generative AI.

我很好奇，从你的角度来看，是什么让这件事变得重要到必须采取行动，而且你为什么认为市场营销和传播部门应该在应对这一变化中发挥领导作用？

I'm curious from your perspective, what made it important enough to act on, and why did you believe marketing and comms had a role in leading that response.

那是2024年底，当时保罗正在跟一小群非常有经验的首席营销官们聊天。

So this is late twenty twenty four, and it was actually, in a setting where Paul was talking to a small group of very seasoned CMOs.

他讲了大概一个半小时吧。

And he goes on for, I don't know, about an hour and a half.

他在讲这个AI，讲它会带来什么，讲它会怎么彻底改变我们的工作方式，方方面面都讲到了。

He's talking about this, you know, this thing AI and what it was gonna do and how it was going to literally change the way we work and everything about it.

讲完之后，现场安静得连一根针掉在地上都能听见。

And after that, you could have heard a pin drop mic.

简直不可思议。

It was crazy.

那些身经百战、经验丰富的首席营销官们，陷入了一阵尴尬的沉默。

There was this long uncomfortable silence among some very highly experienced, you know, battle tested CMOs.

我想就是在那个时候，至少对我来说，然后我觉得对我们整个部门来说，在我参加完那个会议回来之后，我们意识到这不仅仅是个技术上的小玩意儿。

And I think it was then I'm not even sure, you know, why in that moment that there was this realization for at least me and I think then for us, you know, as a as a department after I came back from that session, that this was not just this little, you know, technology thing.

这是一场翻天覆地的变化，而且它就在眼前，不是遥远的未来。

It was a seismic shift, and it wasn't happening far into the future.

它正在发生，而且进展得非常非常快。

It was happening right now, and it was unfolding very, very quickly.

所以，你知道，我觉得那就是那个，嗯，顿悟时刻。

So, you know, I think that was the that, you know, eureka moment.

我称之为‘天哪’时刻。

I call it a holy bleep moment.

而且

And

那是

it was

真正认识到并采取行动，对吧，这将会如何改变知识工作、创意工作、研究、决策和团队结构。

really recognizing acting upon, right, how this was going to change knowledge work, right, creative work, research, decision making, team structures.

所以，你问为什么我们，为什么市场营销和传播部门特别适合不仅理解它，还能帮助团队和整个组织度过这场转型？

And so, you know, why us you ask about, you know, why is mark why is, like, the marketing and communications discipline well positioned to not only understand it and then help the team and the rest of the organization kind of, you know, work work through this transformation?

我觉得这归根结底在于，在我们的职能中，对吧，我们研究人类行为。

I think it really comes down to we in our in our function, right, we study human behavior.

我们研究的是，什么促使消费者购买我们的产品，使用我们的服务。

We study, right, what motivates a consumer to buy our product, right, use our service.

我们明白清晰有效沟通的重要性，这样才能带动大家，说服他们去做某件事，采取行动。

We understand the importance of communicating clearly and effectively to bring people along, right, to persuade them, to do something, to take an action.

而且我觉得这正是我们特别适合帮助组织应对这场非常艰难、快速变化的转型的原因，因为我们没有把它当作技术采用来看待。

And I think that's what makes us, again, you know, uniquely, well suited to help organizations move through this very challenging, and and changing fast changing, right, you know, transformation because we didn't treat it as technology adoption.

从一开始，我们就明白这关乎理解和改变人类行为。

From the get go, we understood that this was about understanding and changing human behavior.

至少从我们市场传播部门的角度来看，我们确实采取了以人为本、AI为先的指导原则，这确实从根本上指导了我们过去两年所做的工作。

And at least from our perspective in in MarCom's, we really took a very human first AI forward kind of, you know, guiding, you know, principle, that has really, you know, fundamentally, you know, guided the work that we've been doing over these past two years.

太了不起了。

That's incredible.

所以听起来，保罗·罗策，我们SmarterX的首席执行官，SmarterX的创始人，也是我在人工智能节目上的搭档。

So it sounds like so Paul Paul Roetzer, our CEO, here at SmarterX, founder of SmarterX, and my cohost on the artificial intelligence show.

他进来，做了一场演讲。

He comes in, gives a talk.

听起来这基本上就是给满屋子的高管们当头一棒，让他们觉得，天哪。

That sounds like that kicks off basically, for a room full of executives, like a, holy crap.

这是真的。

This is real.

我们得开始思考接下来该怎么办了。

We need to start thinking about what comes next.

没错。

Absolutely.

而且，我记得观众里有人说，我觉得你把我们的脑子都搞乱了。

And, again, I think, someone in the audience said, I I think you broke our brains.

我一直在回想这件事。

I I reflect on that.

那影响太深了，分享的方式也让人觉得，这不仅仅是又一项新技术，或者我们技术栈里的新东西。

It was I I just it was so impactful that we be it it was shared in such a way that it was deeper than, you know, this is just another new you know, again, you know, technology and our tech stack.

我们对营销和技术里的这些东西已经很习惯了，但我觉得，至少我自己，没有意识到它的影响会这么广泛。保罗研究这个很多年了，有他自己的看法，但我们其他人之前只把它当成科幻，或者觉得那是电脑高手在实验室里搞的东西。

We're very comfortable with that in marketing and technology, but we just didn't, I think, have at least I did not understand the widespread impact that, again, in this case, you know, Paul had a view all for many years of studying it, but the rest of us only saw as, you know, again, either sci fi or something that, you know, computer geeks did, you know, in a lab somewhere.

而且我觉得，这让我们真正理解了这件事，对吧，这将会从根本上改变我们的工作方式，既让人兴奋，又让人感到非常畏惧。

And we really it it it made it, I think, accessible to us, right, that this was something that was going to truly fundamentally change how we worked, which was both exhilarating and entirely intimidating at the at the same time.

这确实是真的。

And that is a very true alright.

这两种感受每天都在并存。

Those two those two feelings coexist every day.

可不是嘛。

No kidding.

所以我很想知道。

So I'm curious.

在那次演讲之后，大家似乎都明白了，这是一件迫在眉睫的优先事项。

Once you have this kind of direction, it sounds like in such a great way after that talk, everyone's kind of understanding that this is an immediate urgent priority.

我很好奇。

I'm curious.

你能跟我讲讲，转型是怎么开始展开的吗？

Can you walk me through maybe how did transformation start to unfold?

你知道，你已经开始培养AI素养，开始改变团队的工作方式。

You know, you you'd started building AI literacy, started changing how the team works.

也许给我们讲讲主要的节点，然后说说现在的情况怎么样。

Maybe give us kind of the main beats there and talk us through where do things stand today as well.

当然。

Sure.

所以在那之后，那个震惊的时刻过后，我们确实开始把事情整合起来。

So after that, you know, holy bleep moment, we did start putting things together.

从一开始，我们就非常刻意地设计了一个结构化的学习路径。

And from the start, we were very deliberate about a structured learning journey.

我觉得，你知道，有很多变化，很多新想法，还有很多使用AI的新方式。

I think, I think, you know, there was, you know, a lot of change, lots of, you know, new ideas and new ways of, you know, using AI.

这些信息像连珠炮一样向你涌来。

It's coming at you in a rapid fire pace.

你可以选择扔一堆工具给人们，然后祈祷一切顺利，希望好运。

And you could either, you know, throw a bunch of tools at people and, you know, hope for the best and fingers crossed.

我觉得我们当时更加刻意地规划了学习路径。

We were much more, I think, deliberate about how we were going to structure the learning journey.

那在我们这里具体是怎么做的呢？

And so what does that look like at least in our case?

我们制定了一个为期一年的AI课程计划。

We developed a yearlong AI curriculum.

你可以把它想象成一份学习大纲，就像大学课程里会有的那种，同时有外部学习模块、内部午餐学习会、网络研讨会，还有IT和人力资源部门提供的内容。

Think of it like a learning syllabus, right, that you would find, you know, in a in a college course that was supported both by external learning modules, internal lunch and learns, webinars, things that were also provided by IT and HR.

我们还专门在工作日里留出时间，让大家去练习这些新工具、上课、听播客，或者一起看直播，比如一些重要的主题演讲。

And we also carved out dedicated time in in the workday for people to practice on some of these new tools, to take the classes, right, to listen to the podcasts, to have a a watch party, right, you know, when things were you know, when major, you know, like, keynotes were happening.

这就是那一年课程的最初阶段。

So that was the very beginning of that year long, right, curriculum.

随着这一年的推进，我们也发现需要一些所谓的配套服务，于是我们成立了部门专属的AI委员会，这个委员会和企业级的AI委员会直接挂钩。

As we began to move through that year, we also identified the need for some, like, I'll call them wraparound services, and that was, having our own department specific AI council that has a direct link to the enterprise wide AI council.

我们还制定了针对市场和传播部门的专门使用指南，确保大家负责任、安全地使用这些工具。

We also developed marketing and communication specific usage guidelines, right, to use things responsibly, safely.

我们还设立了AI学习实验室。

We also established AI learning labs.

我们每两周举办一次AI学习实验室，深入探讨某个特定工具或应用。

So we have biweekly AI learning labs where we do a deep dive on a particular tool or an application.

还有答疑时间、专门的Slack频道，以及一个像中心枢纽一样的学习网站。

Office hours, a dedicated Slack channel, a learning website like a hub.

关于这个，我可以再多讲一点，就是我们如何为市场营销和传播领域专门打造这些应用、用例和资源。

And I I could talk a little bit more about that, you know, how we built that out for, again, marketing and communications specific, you know, applications, use cases, and resources.

你刚才在介绍中提到，我们组建了一个小型的AI夏尔巴人团队。

And you mentioned, you know, in in sort of the, the intro, we developed a small team of AI Sherpas.

这些人更像是技术辅助型的帮手，他们更愿意冲在前面，帮助其他人一起前进。

And these were more tech enabled helpers, if you will, that were just more comfortable kind of going out in front and and helping others along.

因为就像你说的，大家的适应程度各不相同。

Because as you mentioned, people had varying degrees of comfort.

随着他们在学习过程中逐渐建立信心。

And as they built their confidence along this learning journey.

这些AI夏尔巴人确实是我们成功的关键。

And those AI Sherpas have been kinda key to our success.

你能再多跟我讲讲AI夏尔巴人吗？

Can you talk to me a little bit more about the AI Sherpa?

我想问一下，在这次转型过程中，有没有哪个特别关键的突破时刻让你印象深刻？

I I wanted to ask you if there was kind of a particular unlock moment that stands out in this transformation journey.

如果有其他的，也请分享一下。

If there are others, please share them.

但听起来，就像你和我聊过的，夏尔巴人在推动事情进展方面真的非常关键。

But it sounds like the Sherpa, especially as you and I have talked, were just so critical in moving things forward.

我们当时不知道自己不知道什么，这大概就是任何重大变革的主题吧。

We didn't know what we didn't know, and that's sort of the, you know, the I think that the theme of, sort of I think any type of, you know, major transformation.

我们亲切地称他们为AI夏尔巴人，对吧？这个名字是特意取的，因为你想，在登山界，夏尔巴人带来的是经验。

The AI Sherpa's, as we lovingly call them, right, that name that name is very intentional because when you think about, you know, Sherpa's in the in the, you know, climbing world, they bring experience.

他们带来判断力。

They bring judgment.

他们带来实用的知识。

They bring a practical knowledge.

他们一路分担一些重担。

They carry some of the load along the way.

他们能预见问题。

They anticipate problems.

他们帮助确定最佳路线，让攀登更容易实现。

They help define the best route to make that climb more achievable.

所以把同样的原则应用到这种转型、颠覆和学习之旅中。

So apply the same principles to this type of transformation disruption and learning journey.

我们不希望人们只是依赖别人用AI来构建东西，或者改变工作流程设计。

We don't want people to just rely on someone else to use AI to build things, right, to change workflow designs.

我们希望他们自己学会使用这些工具，并在这个过程中提升自己的能力和信心，还有他们的技能。

We want them to learn how to use these tools themselves, and increase their competence and confidence, right, and their capabilities along the way.

我认为通过定义这些AI夏尔巴人，这些人就是那些更懂技术的人，他们被这些新工具以及正在发生的快速、巨大的变化所吸引，他们对此感到自在，而且他们能够坐在那些不太自在、或者有焦虑、或者只是需要有人说‘教教我怎么做’的人身边。

And I think by defining these AI Sherpas, right, these are people, again, who are just more tech savvy, and they gravitated to, these new tools and the the speed and, you know, kind of, again, seismic changes that were happening, they were comfortable with that, and they were able to sit at the elbow of others who were less comfortable or who had anxieties or who just needed somebody to say, like, show me how to do that.

那个团队，虽然一开始定义得比较模糊，但在我们学习旅程的最初阶段，我们确实更明确地规定了他们的角色，以及他们如何帮助他人。

And that group, you know, while it was loosely defined, yeah, at the very beginning of our learning journey, we really have more, I think, definitively said this is their role, and this is how they can help others.

最初，他们是在测试新工具。

And, initially, right, they were testing new tools.

他们担任导师的角色，就像我之前提到的，他们明显领先于其他人。

They were serving as tutors, right, as I mentioned, and they were clearly out ahead of others.

现在我们调整了这种方法，或者说是改进了使用他们的结构。AI向导，你知道，一个团队可能会遇到挑战，比如业务上的难题，或者他们不知道如何用AI来重新设计工作流程。

Now where we're, like, kind of restructured that approach or we've evolved the structure of how we use them, the AI Sherpa's you know, a team may have a challenge, right, a business challenge, or they're, you know, stuck on how to apply AI to redo a workflow.

然后他们会去找这些向导。

And they come to the Sherpas.

他们一起解决问题，向导们给出建议。

They work on the problem together, and the Sherpas give advice.

他们教团队如何攀登那座山，然后团队离开，自己尝试构建一些东西，再回来。

They show them how to, right, climb that mountain, and then that team goes off, builds a little, comes back.

他们会得到更多的帮助。

They get a little bit more help.

所以这更像是反复迭代、互相支持，而不是说，嘿。

So it's much more iterative and supportive rather than, hey.

你去帮我做这个。

Go do this for me.

这个模式对我们来说非常成功，我们引导大家找到更好的解决方案，教他们如何自己用AI来应对。

And that has been, a really, really successful model for us where, again, we're pointing people toward the better solutions and teaching them how to navigate with AI on their own.

听起来，这些AI领航员，就是组织里那些帮助别人的人，他们最初就是那些尝试新技术、积极参与的人，对吧？

So it sounds like the Sherpa's, the AI leaders in the organization who are kind of helping others along came for they were kind of people that were just experimenting or engaged with the technology and raising their hand.

我记得在节目开头和之前聊天时，你提到过，有个人其实是餐饮创业背景，不是医疗营销或技术出身，但后来变得非常懂AI。

I mean, I think I had mentioned in the intro and when we had chatted before the episode, you actually told me someone actually, this came from a restaurant entrepreneurship background rather than health care marketing or tech, but became extremely AI savvy.

你看到的这些AI领航员，他们的背景是不是都这样？

Is that something you were seeing across the backgrounds of these AI Sherpas?

就是说，你之前的技术或营销能力并不重要，重要的是你在AI素养、实验和参与中成长了多少？

Just it didn't really matter exactly what competency you had had previously in tech or in marketing, but it was more about what you had evolved into with AI literacy and experiments and engagement?

我觉得，迈克，这又是我们一路走来学到的经验，那种敏捷思维，甚至可以说是创业思维。

I think, Mike, that was something that, again, these are all these lessons learned as we go and grow that that type of, right, agile mindset, maybe even, you know, would be considered an entrepreneurial mindset.

这其实是，我觉得，由他们的足智多谋和好奇心驱动的。

Was something, you know, that is driven by, I think, their resourceful, that curiosity.

你知道，这是怎么运作的？

You know, how does this work?

这是做什么的？

What does this do?

我怎么才能让事情变得更好？

How can I make something better?

这些技能或特质，我觉得我们一开始并没有意识到。

Those were skills or traits, right, that I think we didn't recognize at the beginning.

我觉得大家的假设是，哦，我要去和我那个主要做营销技术的团队聊聊。

You I think the assumption is, oh, I'm gonna go talk to my, you know, my team that mainly focuses on, you know, marketing technology.

是的，那些人确实更熟悉这些，但我们一开始没有真正认识到的是，这其实没那么重要，更重要的是这个人或这些人是不是真的有这个意愿。

And, yes, those folks were definitely much more comfortable, but what we didn't truly recognize from the beginning that that mattered less, it was more about did the individual or individuals really just have a desire.

而且，可能还有一点那种无畏的精神，对吧，就是那种创业者身上才有的东西。

And and maybe it was a little bit of that fearlessness, right, that comes from being an entrepreneur.

他们可能没有那种焦虑或担忧，而其他思维更传统的人可能会有。

They didn't have perhaps some of the same anxiety or concern that someone else might that has a much more traditional mindset.

我觉得这就是我们思考如何培养未来人才的地方。

That of I think that's where we think about developing the talent of tomorrow.

我们怎么培养更多这样的创业型敏捷思维，让它被招募、被培养，并在我们建设团队的过程中进一步发展？

How do we cultivate more of that so that entrepreneurial agile mindset, gets recruited, right, nurtured, and developed even further as we build out the team?

我觉得这很关键。

I think that's gonna be critical.

在我们深入讨论AI如何改变Baptist的工作之前，你能再多谈谈你提到的那个学习中心吗？这样我可以为听众铺垫一下，你们在构建自己的学习路径和课程方面，听起来比很多组织都走得更远。

Before we get into some of the concrete examples about AI is changing work at Baptist, can you talk to me just a little bit more about that learning hub you mentioned just so I can set the stage for people about what you've kinda built as you've gone much more extensively down the road of building your own learning journeys and curriculum than many organizations have, it sounds like.

当然可以。

Absolutely.

我们有这个。

So we have this.

它是内部为市场营销和传播部门设立的。

It's internal for marketing and communications.

我们也把访问权限分享给了其他部门和职能团队，他们也在跟着我们一起学习。

We've given other, right, departments and and functions that we've been sharing our journey with access to it.

这个学习中心其实就是把各种资源都整合在一起，比如播客、白皮书、LinkedIn上的好帖子、学习模块，什么都有，还有我们自己的案例，包括成功和失败的经验，以及背后的原因。

And it's really, think of it you know, we've just aggregated a bunch of different resources from podcasts and white papers and, you know, cool LinkedIn posts, learning modules, everything imaginable, our own use cases, the successes and failures, and the whys behind that.

市场部和传播团队都可以访问这个学习中心，我们可以在里面分享心得，提出新想法，或者新的应用案例。

This is all in one learning hub that marketing and communications as a team, we have access to that we can go in and also share our learnings, throw out a new idea, a new use case.

我觉得在刚开始对AI充满热情和兴奋的时候，我们就已经在这方面做得特别有意识了。

That is something else that we have been, I think, much more deliberate about at the very beginning of our excitement and enthusiasm around AI.

我们当时做了各种各样的东西。

We were building all sorts of stuff.

有些确实有用，有些就直接被扔掉了。

And some of it had utility, and some of it got thrown in the trash.

我们不想在这个过程中打击大家的积极性。

And we didn't want to squash enthusiasm along the way.

我们更想引导这种热情，让它更有方向，也更规范。

We wanted to channel it much more, you know, again, directly, and with guidance.

所以那个中心也给我们创造了这样的机会，比如说，嘿。

And so that hub also, you know, creates that opportunity for, hey.

如果你有新想法，咱们来讨论一下。

If you have a new idea, let's discuss it.

咱们把它拆开看看，它是不是对所有人都适用，还是说它真的只对某个特定团队或问题有用？

Let's pick it apart and make sure that it has you know, perhaps does it have, you know, application for all, or does it really have, you know, utility for a specific team or or problem?

这已经成了我们一个非常非常好的资源。

And that has just become a great, great resource for us.

太棒了。

That's incredible.

那我们来聊聊一些具体的例子，看看AI是怎么改变Baptist Health市场和传播团队的工作的。

So let's talk about some concrete examples of how AI is changing the work of Baptist Health's marketing and comms team.

我很好奇，你能分享一些例子吗，比如，好。

I'd just be curious if any examples you can share of, okay.

我们已经做了这么多AI素养培训。

We've done all this AI literacy.

我们一起学习、成长、进步。

We're learning, growing, evolving together.

现在有了AI，我们能做哪些事情呢？

What kinds of things are we able to do now with AI?

我觉得有几件事比较突出。

So a couple of, I think, you know, are top of mind.

我先说一个例子，这个方案最初是为一个团队开发的，但现在整个团队都在用。

I'll give you one that's, that's now been built for one team but now has application across the entire team.

就是医疗行业的在线信息列表。

So online listings in in health care.

我们有很多分院和医生，在线列表是帮助人们找到他们需要的服务和医生的一个途径，而且这些信息需要不断更新才能保持准确。

And we have many, many locations and providers, and online listings are a way, right, of connecting people to find the services and physicians and providers that they're looking for, and they need constant updating, in order to be accurate.

以前，这占了一个人工作的一大部分，而且涉及部门里的不同团队，有时候每周要花十个小时，手动去检查问题、修改、更新，而且要在几十个不同的网站和平台上操作。

Once upon a time, not that long ago, this was a person's you know, a big part of a person's job, and that was across different teams on you know, in the department to go in there, you know, ten hours a week sometimes to manually look for problems, make the corrections, update it, and this is across all these different, right, you know, online, you know, dozens of sites and platforms.

这个工作非常非常依赖人工。

It is highly, highly manual.

转眼间，这就是一个典型的例子，客户团队来找AI助手说，好吧。

Fast forward, and this was a classic example of the client facing team came to the AI Sherpa's and said, alright.

我们需要解决这个问题。

We need to solve this problem.

帮我理解一下最好的做法是什么。

Help me understand the best way to do this.

于是他们开始动手，花了几周时间确保所有数据源都连接好，流程也变得更加自动化。

And so they began, you know, and it took them a couple of weeks to make sure that all of, right, the the data sources were connected and that it became much more automated.

就在大约一周前，他们揭晓了一个漂亮的仪表盘，完全自动化，以前每周要花十个小时的工作，现在只需要大约两分钟。

And just about a week ago, they unveiled, right, this big reveal of this beautiful dashboard that is entirely automated and that what once took somebody about ten hours every week now takes about two minutes.

哇。

Wow.

看看那些红、黄、绿的指示灯。

Just take a look with, you know, red, yellow, and green dials.

这就是一个非常直观、高度自动化的在线列表管理方式。

It is just this very visual, highly automated approach to online listings management.

现在我们打算把这个方案推广开来，应用到所有管理列表的其他团队。

And now we're gonna take that and, put that across, right, and apply that to all the other teams that manage listings.

所以这是一个很好的例子，不仅彻底改变了我们做这项工作的方式，还大大减少了工作量。

So that is one great example of not only changing, right, completely changing how we do that work, but also just reducing.

你知道，这关乎效率，但同时也让那个人——你们经常讨论这个——把她的才能用在更有价值的事情上。

You know, it's about efficiency, but it's also taking that person, and you guys talk a lot about this, right, and applying her talents to the higher value

工作。

work.

让一个很有才华的人每周去更新那些Excel表格，这可不是什么好的利用方式。

That was not a great use of a very talented individual from doing this Excel spreadsheet driven, you know, update every week.

现在我们可以把她的才能用在更有价值、更有用的事情上。

And now we actually can repurpose her talents, you know, to something, you know, much more, you know, valuable and useful.

这就是一个例子。

So that's one example.

我们还有一个例子，是在创意服务部门。

Another example we have is in our creative services department.

我们每年要处理成千上万个职位，其中很多职位其实是可以模板化的。

We do hunt thousands of jobs every single year, and a lot of those jobs can be templated.

所以我们用了一些工具，比如我们用的是Adobe，所以我们用Adobe Express。

And so using something like, we use we're an Adobe shop, so we use Adobe Express.

我们做的是，让创意服务团队的负责人，也就是那些有审美、懂品牌调性的平面设计师，他们创建了模板，然后这些模板可以被自动化，供客户对接团队使用。

And what we did there was, our creative services leads, right, the graphic designers who have, taste, they have a lot of skills in terms of what things should look like on brand, They created templates that could then be automated and used by the client facing account teams.

以前我们的创意服务部门经常有积压和瓶颈，因为大量工作都堆在有限的资源上。

Again, we used to have a huge bottleneck and a backlog in our creative services function because there are just, right, hundreds of jobs that are being pushed through a limited number of resources there.

现在我们建立了一个自助服务模式，推给了客户团队，他们可以快速完成工作，同时遵循品牌标准和指导原则，而且更快更准确。

Now we've actually created a self-service model and push that out to the account teams where they can absolutely turn things around, again, using the guiding principles, the brand standards, but moving that through, that work through much more quickly and accurately.

重要的是，最后还是有真人把关，确保审核通过，但这确实大大减轻了内部设计团队的压力。

Importantly, there's still a human at the end of that, right, making sure, right, that it's, that it's approved, but that has absolutely reduced the burden on the internal graphic design team.

从我的角度来看，我看到了这些变化。

From my purview, right, I'm looking at it.

这也减少了对外部自由职业者的依赖，给我们省了不少钱。

It also reduced the reliance on external freelancers, That has been a cost savings for us.

所以，你知道，既节省了时间，提高了效率，又节省了成本，还减轻了团队本身的负担。

So there was, you know, time efficiency, speed, a cost savings, and just the reduce of the wear and tear on the team itself.

所以这又是一个很好的例子，你知道，我们到处都在用。

So that's another really great example that, you know, we use it all across.

还有很多其他例子，说明AI不仅被使用，还改变了工作方式，从研究分析、脚本撰写、内容开发到创意开发。

There are dozens of other examples of how AI is not only used, but changed the work from research analysis and script writing and content development and creative development.

这样的例子还有很多。

The list goes on.

但我觉得我想表达的主要观点是，这不仅仅是关于，你知道，更快地完成工作。

But I think the main point I would wanna get across is it's not just about, right, you know, faster work.

我们真正关注的是交付更高质量的工作，然后释放人才，让他们能产生更大的影响。

We're really focused on delivering better work and then freeing up, right, that talent where they can have a greater impact.

我很喜欢这个。

I love that.

这真的是一个非常具体、实用的方式来思考AI转型。

That's such a tangible practical way to think about AI transformation.

我想鼓励所有正在收听的人。

Like, I've I would encourage anyone listening.

我的意思是，你不需要一下子把所有事情都做完。

I mean, you do not have to, like, boil the ocean all at once.

有一些非常具体且重要的战略事项，可以用AI来辅助、增强或自动化，即使它们听起来不像是在彻底改变医疗保健的工作方式，也能为你的组织带来变革。

There's these really narrowly important strategic things that can be assisted or augmented or automated with AI that can transform your organization even if they don't sound like, you know, reinventing how health care works with agents.

那种变革可能很快就会到来。

Which is coming probably.

但你知道吗？

But you know?

但不会太远，

But Not too far

我敢肯定。

from now, I'm sure.

但你在你的组织规模下，每个任务、每个人每月节省了数十个小时，这绝对是变革性的。

But you're saving literally dozens of hours per month per person per task over an organization of your size that's nothing short of transformational.

所以我很好奇。

So I'm curious.

我们来聊聊技术和使用场景之外的事情，这次转型在人员方面是什么样的？

Let's talk about outside of the tech and the use cases, what did the people side of this transformation look like?

我们之前谈到过，你知道，AI向导们主动站出来带领大家，但我很好奇不同的员工对AI的反应如何。

We talked about, you know, the AI Sherpa's are raising their hand to lead people, but I'm curious how different employees responded to AI.

你有没有采取一些措施来帮助他们建立信心、接受AI，并开始以不同的方式工作？

Did you have to put things in place to help them build confidence, adopt it, begin working differently?

迈克，我觉得这是我最喜欢的问题，因为对我来说，这实际上是最重要的，对吧，就是对人的影响，以及我们如何在这场巨大的变革中支持大家。

Mike, I think that's my favorite question because that's actually, for me, what has mattered most, right, is the impact for people and how we have been supporting people through this massive change.

这不仅适用于我领导的营销和传播部门，也适用于我作为首席营销官如何帮助整个组织。

And that not only goes for, right, marketing and communications, the department I lead, but how I can assist in my role as CMO, the whole organization.

我认为这正是最大的学习发生的地方，因为，你知道，首先，人是不确定的，人就是人。

And I think that has been something that, that has been where the greatest learning has happened because, you know, for starters, you know, people are unpredictable, and and humans are humans.

而且从一开始，对吧，有些员工就像你描述的那样非常渴望。

And from the beginning, right, some employees were really eager as you described.

有些人非常谨慎。

Some were very cautious.

有些人非常怀疑。

Some were highly skeptical.

而且我忘了提，我们刚开始的时候，先做了调查，问大家，跟大家聊，了解他们最初的想法。

And I forgot to mention, right, when we started this, we started with surveys asking people, talking to people to get a baseline of where they were.

我们每季度都继续这样做，不只是了解他们对AI的感受，而且我们已经看到社会上出现了巨大的反对声音。

And we continue that on a quarterly basis, not just about, alright, their feelings around AI, and we're already seeing that, you know, tremendous backlash societally.

这些人就是那些来上班的人，我们却要求他们用这些工具来工作。

Those are the same people who show up, right, and we're asking to use these tools to do work.

回顾我们这一路走来的过程，我觉得我可能误解了，甚至误判了某些人表现出的抵触和抗拒，那其实可能是骄傲。

I also think that looking back, as I kinda reflect on our, you know, evolution through this, I think I misunderstood or perhaps even misinterpreted reluctance and resistance that was being perhaps, you know, displayed by some as that was actually pride.

我想我们之前聊过一点这个。

I think you and I have talked a little bit about it.

那真的是对工作成果的自豪感。

It's really pride of ownership.

这是专业上的自豪。

It's pride of expertise.

当人们在职业生涯中积累了深厚的专业知识，并且真正热爱自己的手艺时，这是我乐于在我有幸领导的人身上看到的。

When people have built deep subject matter expertise over the course of their careers, and they really care about their craft, that's something I love to see, right, in the people I have the, you know, privilege of leading.

把这种自豪感带到工作中，是一件非常重要的事情。

And it's a really important thing about bringing that type of pride to work.

所以，当他们不愿意让机器来做这些工作时，是可以理解的。

So it's understandable when they would be resistant to, you know, allowing some machine, right, like, had to do that work for them.

那是一个非常重要的洞察，作为领导团队，我们可能低估了这一点，需要回去寻找其他方式来提供更多支持，明确地支持，提醒大家这是一段共同的旅程。

And that was a really important insight and something I think as a as a leadership team that I think we kinda underestimated and needed to kinda go back and find other ways to be more supportive, visibly supported, reminding people that this was, you know, a journey together.

我也想明确一点。

I also wanna be clear.

我们也设定了明确的期望。

We were also, we set clear expectations.

你提到了这一点。

You mentioned it.

你知道，我们把这件事和绩效谈话以及绩效评估挂钩了。

You know, we linked this to performance conversations and then performance evaluations.

这不是可选的，但我们必须理解的是，我们得灵活一点，对吧，而且我觉得要更有同理心，去理解人们是如何应对这个过程的。

This wasn't optional, but what we had to understand is we had to flex a bit, right, and be, I think, more empathetic in terms of understanding how people were moving through this.

而且那种同伴辅导，对吧，那些“夏尔巴人”式的领导可见性和支持，我觉得对于帮助人们感受到他们不是独自在走这条路，这更像是一项团队运动，起到了关键作用。

And that peer coaching, right, those Sherpa's leadership visibility and support have been key to, I think, helping people feel, right, that this was something that they weren't alone, you know, on this journey, that this was, you know, much more of a of a team sport.

随着我们团队自身的进步，我们非常坦诚地讨论成功和失败，这时部门里的其他团队开始主动来找我们，向我们请教。

And as our own progress, right, as a team, and we were talking about, you know, our successes and failures very, you know, very candidly, that's when other teams across the department began to kinda tap on our shoulder and ask for help.

我把这变成了一个向自己团队展示的机会，嘿，各位。

And I turned that into an opportunity to show our own team, hey, guys.

这确实很难。

This has been hard.

但我们被认可为领导者，这又成了另一个自豪感的来源，让他们感到兴奋。

But we are being recognized as as leaders here, and that was another source of, right, you know, a point of pride that they got excited.

就像，哦，我们懂这个。

Like, oh, we know this.

我们一直在学这个。

We've been learning this.

我们比别人稍微领先一点，可以帮助组织里的其他人一起进步。

We're a little bit ahead of everybody else, and we can help bring others along across the organization.

我真的很感谢你这么坦诚。

I I really appreciate your candor about that.

我很好奇，顺着这个说。

I'm curious playing on that.

还有

Are

没有

there

其他方面转型比预期更混乱、更困难的吗？

any other areas where the transformation has been messier, harder than expected?

特别是，我知道医疗保健在隐私、数据等方面也有自己独特的挑战。

Especially too, I know health care is not without its own unique challenges in terms of privacy, data, etcetera.

我挺好奇，你能不能跟我们详细讲讲这部分内容。

I'm curious if you could unpack some of that for us.

你知道的，第一年我们主要聚焦在基础认知、学习和能力提升上，而第二年则面临一些挑战，原因有几个关键点。

So, you know, when we said year one was all about literacy, learning, and competency, year two has been a little bit more challenging for a few key reasons.

我觉得主要是因为现在我们要开始优化和整合了，要把已经搭建好的这些工具真正串联起来，这个过程确实让人有些头疼。

And I would say it's more about how we're now optimizing and integrating, right, really connecting all of these tools we now have built, and that has been a point of frustration.

这种摩擦感很明显，比如在营销和传播部门内部，由于各种合理的安全和数据顾虑，我们很难把这些环节无缝地对接起来。

That friction where we can't, I think, seamlessly connect some of these things inside marketing and communications for some of those very, you know, valid reasons of you know, there are all sorts of security concerns and data concerns.

我一直主张，并且现在依然坚持认为，在像医疗这样高度监管的行业里，我们可能需要把临床业务和市场营销这类企业支持职能分开对待。临床部分应该稳扎稳打、慢慢来，而支持部门则可以走快车道，让我们能更快地推进工作。

I am one that has been advocating for and continue to do so that, in a highly regulated, right, industry like like health care, we have to bifurcate perhaps, you know, the clinical things that should go slow and perhaps business or corporate support functions like marketing who should be put into, like, the fast track and enable us to move more quickly.

说到我们自己团队遇到的挫折，情况变得有点混乱或困难的地方在于，他们感觉像是陷入了流沙，动弹不得。

Because as it relates to our own team's frustration, right, where it's getting a little bit messier or harder is they're feeling a bit like they're in quicksand.

这些基础架构都是我们搭建起来的。

They're we built this stuff.

我们已经准备好了。

We're ready.

你知道，我们需要用Replen来连接各种东西，但总是被暂停、停止、延迟，要经过层层审批和治理审查。

You know, we need to use Replen and start connecting things, and we get paused, stopped, delayed, right, to go through layers and layers of approvals and and governance reviews.

可以理解，在医疗行业，这些规则是为了很好的理由而设立的，我们必须找到办法，我觉得，来开辟一条快速通道。

Understandably, there are those rules are put in place for, you know, really good reasons, in health care, and we have to find ways, to, I think, you know, free up a fast, you know, a fast track.

我意识到，作为组织，我们必须非常慎重地考虑这一点，因为我看到这些热情的AI用户，因为这样的人才不会坐等。

I think that is something that, I recognize, right, as I have these enthusiastic, you know, users of AI that as an organization, we have to think very carefully about that, because this talent won't sit tight.

他们不会等待。

They won't wait.

我和同事们讨论过，比如人力资源的同事、IT的同事，我说我们必须找到办法，创建适当慢和适当快的通道，因为我们要留住的人才不会一直坐在这里，慢慢等待我们每月进行工具、治理、审查和安全检查。

And I talk about it with my colleagues, right, you know, my colleagues in HR, my colleagues in IT to say, we have got to find a way to create lanes that are appropriately slow and appropriately fast because the talent that we want to keep won't sit here and wait forever while we slowly go through, you know, a monthly review of tools and governance and reviews and security checks.

他们就是不会等，如果我们不加快速度，最终会失去这些人。

They just won't, and we're going to end up losing those folks if we don't find ways to speed things a little faster.

那么，随着Baptist进入这个由AI驱动的新阶段，我很好奇你如何看待AI改变市场营销和传播组织的角色、工作流程和结构的潜力。

So as Baptist is entering kind of this next chapter of work driven by AI, I'm curious how you're thinking about AI's potential to change roles, workflows, structures of marketing and communications as an organization.

我得承认。

I'm going to confess.

我其实还没完全想明白这些。

I do not have all of this figured out.

这比我想象的要难得多。

It would actually been more challenging than I thought.

我觉得有一部分原因在于人。

And I think a bit of that comes from, let's say, the humans.

当你让大家重新构想他们的团队和工作流程时，他们自然会从人的角度去思考。

When you ask folks to reimagine their team, to reimagine workflows, it is natural that they reimagine it through the lens of the human perspective.

所以当我们开始讨论使用代理和代理团队时，人们就会很担心，比如，那我在这其中扮演什么角色？

And so when we start talking about the use of agents and, you know, teams of agents, people become very concerned about, like, well, where do I fit in all of that?

这又回到了你们在播客里经常聊的那个话题，就是，我自己的工作真正的威胁是什么，或者对我个人、对团队会有什么影响。

It goes back to, again, what you both talk a lot about, you know, on the podcast is, you know, that the real threat of, you know, of, you know, my own job or what what is going to be the impact to me or to the team.

话虽如此，我们确实在考虑新的职位描述。

With that said, we are really looking at new job descriptions.

现在AI向导这个角色，已经变成了一个营销技术转型和赋能岗位。

That AI Sherpa now is, a marketing technology transformation and enablement role.

好的。

Okay.

我们现在还在开发更多的职位描述，这些职位会需要更多那种，你知道的，面向AI的设计、应用和连接能力。

And we are now developing even more job descriptions that will have, that will require, I think, more of that, you know, AI forward, you know, design and utilization and connection.

但我觉得最棘手的一点是，因为我们是从传统结构出发的，所以很难建立一个真正以AI为核心，对吧，的团队或工作流程。

But one of the things that I think has been most challenging to me is that because we're starting with traditional structures, it is very hard to build an AI native, right, team or workflow.

是的。

Yep.

我之前真的没意识到这一点。

And I didn't really appreciate that.

你们俩在播客里聊过这个。

You guys have talked about it.

我一开始真的不太理解，直到我们开始动手画流程图，试着理清楚，然后发现流程里要么是职位，要么是员工的名字，对吧。

I didn't really understand it until we get there, And we're whiteboarding it, and we're trying to figure it out, and we have either roles or people's names, right, in that workflow.

现在我们更加刻意地去说，让我们先讨论这个功能，以及AI如何完成这件事或那一系列的事情。

And now we're being much more deliberate to say, let's talk about the function and how AI can do that thing or set of things.

那人类在哪些环节还能发挥作用呢？

And then how where else does a human right?

在这个工作流程里，哪些地方真正需要人，又是为了什么？

Where else in that workflow process is a human actually needed and and for what?

这个问题我们还在摸索中。

That is something that is unfolding as we speak.

我们还没完全想清楚，但我觉得在下一波，也就是我们AI之旅的第三年，这才是真正考验我们的时候。

We have not figured it out, but I know that that is, I think, in this next wave, right, in year three of our AI journey, that's really where I think the rubber meets the road for us.

我希望到时候能回来告诉你们，说我们都搞定了。

And I hope I hope I get to come back and tell you, right, we've got it all solved.

我不确定能不能做到，但我确实觉得我们接下来的重点就是，在技术转型的同时，我们一直在做团队转型。

I don't know if that'll happen, but I do think that is our next area of focus is truly how to we've been working on team transformation as part of this technology transformation.

我觉得我们需要加快这方面的步伐，而这最终会归结到工作流程的重新设计，把AI作为核心融入进去，然后人类在流程中承担其他角色。

I think we need to accelerate that more, and that is really gonna come back to workflow redesign with AI built into that kinda principally and then humans in other roles along that, you know, along that process.

那么，Christine，在我们结束之前，我想问问，你对其他想要或继续推动组织AI转型的领导者，有什么最后的建议吗？

So, Christine, as we wrap up here, curious if you have any final advice that you give another leader who wants to maybe step up or continue stepping up to help lead AI transformation in their organization.

我想对其他领导者说的第一件事就是，你得先自己上。

The very first thing I would say to another leader is you gotta go first.

你得直接跳进去，直接跳进深水区。

You gotta just jump in there and dive in to the deep end.

领导者要做出表率，不能把AI素养外包给别人。

Leaders model that behavior, and they cannot outsource their own AI literacy.

如果你希望团队全力以赴，你自己也得做到同样的事。

If you want your teams to be fully engaged, and then you've gotta do the exact same thing.

然后从基础开始。

And and start with that baseline.

了解人们的感受，他们的犹豫或抵触是什么，他们在担心什么，去和人们交流。

Understanding how people feel, what their reluctance or resistance is, what they're anxious about, talking to people.

我花了很多时间只是问别人进展如何。

I spend a lot of time just asking people how's it going.

给人们真正的工具、明确的规则、学习的时间，以及看得见的支持。

Give people real tools, real rules, time to learn, visible support.

这是我们不得不回去重新点燃和重新参与的事情之一。

That was one of the things we have had to go back and reignite and reengage.

有时候，我想说，我们早期职业的专业人士经常在跑，他们很兴奋，他们使用所有这些工具。

Sometimes the, I would say, our early career professionals were often running, and they were excited, and they were using all these tools.

而且，你知道，也许那些经验更丰富的人有点慢。

And, you know, perhaps somebody who had a few more years under their belt was a little bit slow.

提醒领导者，这是领导力的基本部分，即使他们没有所有答案。

Reminding leaders that this is a fundamental part of leadership, even if they don't have all the answers.

而且我们谁都没有。

And none of us does.

也就是说，你知道，没有人有所有答案。

That is, you know, no one has all the answers.

即使你们研究了这么久，你们也在谈论这个。

Even you guys talk about it as long as you have been studying this.

每天，对吧，总有新东西出现，新的能力，新的挑战，我们并没有所有答案。

Every day, right, something new comes along, some new capabilities, some new challenge, and we don't have all the answers.