Whether you’re working in healthcare or another sector of the economy, chances are you’re at least beginning to see plans being developed for incorporating AI-powered tools into your workflow.

But as a recent article in Fast Company explains, while the potential for AI uses is significant – In healthcare, for example, “promising applications range from robotic surgery to diagnoses of various conditions to AI-powered preauthorizations and other medical certifications.” – the key is to make sure the technology is implemented correctly.

As Dan Priest, technology strategy leader with PwC’s Strategy&, the strategic consulting arm of PwC, explained, “AI is smaller. It gets introduced in fast sprints, in a more decentralized model, and so the companies need to manage that type of automation differently, having some guardrails in place.”

For example, said Jeanne Meister, founding partner of Future Workplace, an HR advisory and research firm providing insights on the future of learning and working, effective AI applications start with a business problem rather than a specific role.  

“Why are you doing this? How are you going to move forward, what are you going to do, and how are you going to track it?” she pointed to as key questions. “We forget to keep it simple.”

In practical terms, that means starting with the problem that needs to be solved and tapping a cross-functional team that can help identify the potential—and possible consequences—of adopting AI in a given area. “Collect data on the business problem, then educate business leaders about what you’re trying to solve is the first step to successful AI application. Identify the specific tasks that AI can improve and what you hope the tool or platform will achieve in terms of productivity, efficiency, accuracy, or other goals.”

Also important is considering the affected staff and how adoption will be received, said Carrie Duarte, PwC’s Workforce of the Future leader. Employees typically fall into three categories—early adopters who are curious and enthusiastic about the technology; those who are motivated by the positive impact the tool may have on their jobs; and then those who may not like change or are concerned about the time and effort it will take to learn and use the new technology.

Consequently, said Duarte, getting employee and cross-functional team input is critical.

Finally, there’s measurement.  According to Ravin Jesuthasan, a managing director at Willis Towers Watson, an advisory firm,  when you understand the role and the task, you can better establish metrics to measure success. 

“Ask the question, ‘How would we categorize the different activities performed by Jim and Bob or Sally,’ and then the second question that often doesn’t get asked is, ‘What exactly are we trying to solve for?'” Jesuthasan said.