From Heroes to Systems: The Path to Sustainable AI Implementation

Av Pål Nedregotten 
Director of Technology and Product
NRK

It is easy to be dazzled by AI’s capabilities. Similarly, it is just as easy to be frightened—whether for fears for our jobs, industries, or societal structures. AI has the potential to impact everything from economic conditions to workplace tools, legal systems, and security frameworks, for good or bad.

The benefits and limitations of AI have become clearer as we gain experience. Development is progressing rapidly—hardly a month goes by without a breakthrough—but the direction seems set. At the same time, there is a sense that this is just the beginning—that AI has only started to reveal its possibilities and risks.

How to scale AI

This is where we should pause and evaluate. Understanding how AI can be scaled is crucial for ensuring its long-term success and impact. Many organisations focus on individual projects, but real value likely lies elsewhere—in streamlining technological infrastructure, ensuring easy access to secure AI-powered services, and fostering a culture that embraces innovation while upholding ethical standards.

Success will not be determined by isolated projects, but by how well organisations (re-)structure themselves to extract continuous, long-term value. The key is enabling large parts of an organisation to create innovative solutions through standardised approaches and APIs. Every industry, government office, and business will undergo this journey to some extent. NRK is no exception.

The Four Phases of AI Maturity

In our experience, this development can be divided into four phases: the Hero Phase, the Mobilisation Phase, the Maturing Phase, and the Maturity Phase. AI maturity will inevitably vary across a large organisation like the NRK, but for many important tasks, we’re currently somewhere in the third phase, aiming to transition into the fourth—where AI is fully integrated into operations.

1. The Hero Phase

In this initial phase, individual experts experiment with AI-driven solutions that provide value in specific areas. These efforts often occur in isolation, leading to impressive but fragmented results. While these solutions can be time-saving, they rely on a handful of individuals who recognise AI’s potential early on. At this stage, there is no centralised structure guiding AI initiatives strategically.

2. The Mobilisation Phase

In the second phase, organisations recognise the need for structure. AI initiatives shift from isolated efforts to being guided by governance frameworks and leadership directives. Ethical considerations are discussed, legal uncertainties are addressed, and resources are allocated towards a unified strategy. We begin to see AI’s potential for delivering significant value and cost savings across multiple departments. Dedicated roles emerge to coordinate efforts.

3. The Maturing Phase

The third phase marks the transition towards industrialisation and scaling. AI moves beyond experimentation, delivering clear value in some areas while resource limitations persist in others. We slowly recognise the need for a holistic approach with strategic grounding. The need for a cultural shift and organisational adjustment becomes apparent. At this stage, pain points become evident, and the path to full maturity is often unclear.

4. The Maturity Phase

The final phase represents a fully AI-mature organisation. By this stage, governance models, ethical frameworks, and technical infrastructures support large-scale AI implementation. AI benefits are integrated and fully understood in workflows, supported by a culture that embraces the opportunities and understands the risks. The goal is to extract secure, consistent value at scale, shifting AI from an isolated tool to a core driver of business strategy and operational efficiency.

Where We Are Heading

A fully mature AI approach should create tangible value—whether in positioning, editorial output, or operational efficiencies. AI should accelerate and simplify processes, reduce costs and risks, and unlock opportunities that were previously unseen or unattainable.

Achieving this requires a holistic strategic mindset that considers AI’s impact across the organisation and lays out the path towards realising the value inherent in AI. It also necessitates fostering a culture where individuals, teams, and editorial offices understand AI’s potential in their work. Finally, it calls for a commitment to streamlining technology to democratise access, ensuring that innovation can be realised as quickly as possible.

As AI continues to evolve, organisations must ensure they are not merely reacting to trends but instead developing structured, scalable, and ethical approaches that position them for long-term success. That is the path we’re on.

2025-02-27