AI Adoption at DTT
An innovation-consulting capstone: research, a company-wide AI hub, and a costed change plan a company could run.
The need
DTT's AI use was a pile of individual employee initiatives, with no shared strategy, no ethical guardrails, and very uneven skill across the company. They needed a centralised approach, not yet another point tool.
The challenge
Not pre-deciding the answer. I deliberately researched all six departments to find where AI helped most, rather than picking a process up front, and I had to design something that would not go stale as the models keep changing.
What I made
Mixed-methods research (a survey of 22 of 29 staff plus interviews across every department), then 76 ideas filtered with a Harris Profile and a company-wide vote into one company-wide AI hub: a strategy, an ethical-AI guideline, curated department tools, and training, which I prototyped and user-tested over two rounds. Then a hybrid Kotter and Agile rollout plan: 20 one-week sprints, a 13-stakeholder map, and year-one KPIs.
The outcome
A complete, handover-ready plan the client could run without further research. Honest caveat: it was designed, not executed, so any financials and ROI in it are my projections, not measured results.
Key points
- Ran the full consultant arc: research, solution, costed plan, and reflection
- Mixed-methods research: 22 of 29 staff surveyed plus interviews across six departments
- 76 ideas filtered with a Harris Profile and a company vote into one AI hub, user-tested
- A hybrid Kotter + Agile plan: 20 sprints, a 13-stakeholder map, year-one KPIs