As CEO of La Fosse, Ollie Whiting works at the intersection of leadership, talent and digital transformation. Since 2007, the firm has helped organisations build high-performing teams through executive search, recruitment and workforce consultancy.
Today, Ollie focuses on helping business leaders navigate AI adoption, changing the focus from raw tech to how AI reshapes people, skills and daily operations. He shares his insights on what the UK’s new AI Minister should focus on first, why scaling business adoption beats chasing unicorns and how executives can close the increasing skills gap.
The UK now has its first dedicated AI Minister, Kanishka Narayan. What do you think this appointment signals about the Government’s changing attitude towards AI, and what would you like to see him prioritise first?
“It shows the Government recognises AI is much bigger than a technology conversation.
“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.
“From speaking to employers across the UK, 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.”
You’ve argued that the UK should focus less on simply creating AI companies and more on helping existing businesses adopt AI successfully. Why do you think this distinction matters?
“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.
“A recruiter finding talent faster, a manufacturer improving quality control or a healthcare worker spending less time on administration might seem like small improvements individually. 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.”
La Fosse’s research suggests that 69% of workers believe their organisation needs a dedicated AI specialist at the most senior level. What does this tell us about the current gap between businesses wanting to adopt AI and actually knowing how to do it?
“Our AI in the Workforce research found that 69% of workers believe their organisation needs a dedicated AI specialist at the most senior level, while 80% of existing C-suite leaders agree there is a need for this expertise.
“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. 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.”
There’s a lot of discussion around AI potentially replacing jobs, but you put considerable emphasis on workforce capability and skills. What skills do you think UK workers and business leaders most urgently need to develop?
“The organisations that succeed will be those that build AI capability across the business, from leadership teams through to employees using these tools every day.
“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.”
Do you think smaller businesses and startups are currently at risk of being left behind in the AI race, particularly when larger companies have greater access to funding, talent and technology?
“There’s a real risk that AI adoption becomes something only larger businesses with significant technology budgets can do properly.
“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 could the Government realistically do to make AI adoption more accessible to smaller businesses, rather than simply producing another strategy or set of guidelines?
“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.
“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 US has been very effective at using incentives to encourage 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.”
Your research found that 73% of C-suite executives have uploaded confidential company data into AI tools, while 78% have used AI for work they are not trained to do. How concerned should businesses be about this, and what does responsible AI adoption actually look like in practice?
“Those numbers should concern every leadership team. Our research found that 73% of C-suite executives have uploaded confidential company data into AI tools, while 78% have used AI for work they are not trained to do.
“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.”
You’ve said that the Government should lead by example when it comes to AI adoption. What are the areas of public services where you think AI could make the biggest difference, and where should we be more cautious?
“The public sector has a huge opportunity to use AI to reduce administration and give people more time to focus on the work where human judgement matters most, whether that’s 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.”
If we look five years ahead, what would convince you that the UK’s AI strategy has actually worked? What would need to have changed for businesses, workers and the wider economy?
“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.”
