Culture over strategy: from AI governance to go-to-market implementation

An impressive strategy on paper - if not incorporated into an organisation’s DNA - is, well, a waste of paper and everyone’s time. Cross-functional collaboration is key to the success of any major initiative, regardless of whether you’re expanding into a new market or making people and systems compliant to regulations.

In the latest episode of the All About GTM Podcast, I sat down with Jovita Tam: engineer, attorney, and AI governance expert, to unpack why culture, not just strategy, defines the success of organisational transformation.

Breaking down silos through clear communication

Implementing regulation and executing a go-to-market (GTM) strategy share a strikingly similar challenge: both require cross-functional collaboration and alignment across diverse stakeholders. 

As a business-focused data and AI advisor, lawyer, and engineer, Jovita devotes her energy to helping companies and people innovate to achieve their objectives. Increasingly, she is devoting more energy to helping companies build their AI roadmap. “With new regulations such as the EU AI Act entering into force, we can’t afford to ignore it.”

That said, governance isn’t just about compliance. In the case of AI governance, Jovita believes that it is a balancing act between responsible AI and managing AI risk. The fundamental purpose of AI Governance is to enable sustainable innovation.  It's about embedding values across the business and ensuring that every decision aligns with organisational goals. Without this, companies risk missing critical nuances that could lead to harm, legal liabilities and/or reputational damage.

Similarly, a successful GTM strategy hinges on uniting teams across sales, marketing, product, and operations to deliver a cohesive customer experience. 

Organisational silos are the enemy of progress. When legal, engineering, and business teams operate in isolation, you can create inefficiencies and risks even when each team thinks they’re solving the same problem. These could be avoided by better communication. “Communication isn’t just about delivering a message, it’s about ensuring it lands well.” 

First, know who you’re speaking to. Jargon is acceptable when you’re talking to a group that understands that common language, but when speaking to a wider group with different specialisations, or even more so in front of a general audience, try to avoid it. Taking a few minutes to ensure that everyone is on a level playing field can save you weeks, if not months, or headache.

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“Culture eats strategy for breakfast, lunch and dinner (plus two snacks and dessert)!”

At the heart of Jovita’s message is the idea that culture shapes how decisions are made every day. “Strategy tells you what you have chosen, but culture determines how, and if, you’ll actually do it,” she explains.

A strong culture enables:

1. Collaboration: Teams work together to spot opportunities and solve problems.

2. Adaptability: Employees embrace change as part of growth.

3. Accountability: Responsibility is shared across the organisation, ensuring sustainable success.

   
   

Lessons for Leaders

1. Foster a collaborative culture

Build bridges between teams, encourage open dialogue, and create a shared vision that everyone can rally behind.

2. Align strategy with culture

Ensure your strategy is grounded in your organisational values. This alignment minimises resistance and maximises buy-in.

3. Communicate, communicate, communicate

Effective communication is the foundation of collaboration. Make it a priority to tailor your messaging and ensure it resonates with diverse stakeholders.

Thanks for your time and hope you enjoyed that interview! I'll be featuring thought leaders from my network and will be covering diverse topics, from brand messaging to regulatory considerations for new market expansion, so please subscribe to the All About GTM podcast on Youtube and Spotify so you don't miss an episode.