Leading La Fosse since its founding in 2007, Ollie Whiting has spent years advising organisations on talent strategy and digital transformation. His firm specialises in executive search, recruitment and workforce consultancy. Now, with artificial intelligence reshaping workplaces across the UK, Whiting has turned his attention to a different challenge: helping business leaders understand not the technology itself, but how it will alter their people, their skills and their daily operations.
A New Minister, A Different Conversation
The appointment of Kanishka Narayan as the UK's first dedicated AI Minister signals something important about how government views the technology, Whiting believes. "It shows the Government recognises AI is much bigger than a technology conversation," he says. "This is a broader conversation about productivity, skills, businesses and the future of work, and my hope is that success will be measured in this holistic way too."
When Whiting speaks with employers across the country, he finds that access to AI tools rarely tops their list of concerns. "The biggest challenges are rarely about accessing AI tools. They're about knowing where to start, building the right skills, and creating the right conditions for adoption. That's where I'd like to see him start," he explains.
Productivity Over Unicorns
Whiting has consistently argued that Britain's focus should shift away from building the next generation of AI companies and toward enabling the thousands of existing businesses to integrate the technology effectively. The distinction matters enormously, he contends.
"Too much of the conversation still centres on the technology itself. The bigger opportunity is helping businesses use AI to become more productive, reduce repetitive tasks and give people more time to focus on work that creates greater value," he says. A recruiter who sources candidates more quickly, a factory floor that catches defects earlier, a hospital administrator who spends less time on paperwork—each gain seems modest in isolation. "But collectively, they could have a significant impact on the UK economy. If thousands of organisations each become a little more productive, the impact will be far greater than the success of any single AI business."
The Leadership Gap
La Fosse's research into AI in the workforce uncovered a striking pattern: 69% of workers believe their organisation needs a dedicated AI specialist at the most senior level, and 80% of existing C-suite leaders agree. Yet many organisations remain uncertain about what this role should actually entail.
"That tells you businesses are recognising the importance of AI leadership, but many are still working out what that should look like in practice. Investment in people should be treated with the same importance as investment in AI," Whiting observes. "The hardest questions here aren't technical, they're about people. Which skills will matter most, how roles will change and how leaders help employees use AI with confidence – these are the challenges businesses need help navigating."
What Skills Matter Now
The conversation around AI often fixates on job displacement, but Whiting steers discussion toward capability building instead. The organisations that will thrive are those that cultivate AI understanding across every level, from the boardroom to the shop floor.
"Skills-wise, that means leaders who understand AI well enough to make good decisions about where it fits, and employees who have the confidence and practical know-how to use it in their day-to-day roles. It's less about everyone becoming a technologist, and more about building judgement and the ability to know when AI helps and when it doesn't," he explains.
Small Businesses at Risk
Smaller enterprises face a genuine danger of being sidelined as larger competitors with deeper pockets invest in AI infrastructure and talent. Since small and medium-sized businesses form the backbone of the UK economy, this gap poses a systemic risk.
"There's a real risk that AI adoption becomes something only larger businesses with significant technology budgets can do properly," Whiting warns. "Smaller organisations make up a huge part of the UK economy, so it matters enormously that they're not left on the sidelines. The opportunity is to give them the confidence, skills and practical support to start small, prove where AI creates value, and scale from there."
What Government Should Do
Rather than issuing another policy paper, Whiting argues the government should deploy concrete financial tools to lower the barriers to AI adoption for smaller firms.
"I'd focus on practical incentives that reduce the cost and risk of adoption. That could include stronger tax incentives for SMEs investing in AI, technology and R&D, helping businesses offset some of the upfront cost of adopting new tools and building new capabilities," he suggests. "Alongside that, Government could provide targeted support for AI skills and training, and make it easier for smaller businesses to access expertise and funding to experiment with AI."
The United States has demonstrated how effectively tax incentives can drive technology investment. "The UK should be equally ambitious. Rather than another strategy document, we should be making it financially easier for businesses to invest, experiment and build the skills they need to turn AI into productivity," he argues.
Governance and Risk
La Fosse's research uncovered troubling practices among senior executives: 73% have uploaded confidential company data into AI tools, while 78% have used AI for tasks they lack training to perform. These numbers should alarm any leadership team, Whiting says.
"That highlights exactly why organisations need strong leadership and the right skills in place as AI becomes part of everyday working life. Responsible adoption in practice means clear guidance on what can and can't go into these tools, proper training so people understand the limits of what they're using, and leadership that treats governance as seriously as it treats the technology itself," he explains.
Where Public Services Should Lead and Pause
The public sector has enormous scope to deploy AI in ways that reduce administrative burden and free up staff to focus on work requiring human judgment—whether that means frontline care, casework or complex decision-making.
"Where I'd urge caution is when AI moves from supporting judgement to replacing it, particularly in services dealing with vulnerable people. Leadership, governance and clear accountability will be just as important as the technology itself," Whiting cautions.
Success in Five Years
Looking ahead, Whiting has a clear vision of what would signal that Britain's AI strategy has actually worked. "Britain does't need to create every AI breakthrough to benefit from this technology. We have a real opportunity to become one of the best places in the world for organisations to adopt AI successfully and turn new technology into long-term economic growth."
"If, five years from now, businesses are more productive, employees feel better equipped for the future, and public services are working better because of AI, that will be the measure of success," he concludes.
Source: TechRound
