Across Malaysia, organisations are investing in artificial intelligence at an unprecedented pace. From automation tools to generative AI platforms, the promise is clear: greater efficiency, smarter decision-making, and improved productivity.

Yet, despite these investments, many organisations are seeing limited impact. The tools are present, but the transformation is missing.

The uncomfortable truth is that the biggest barrier to AI adoption is not technology, but culture. Too often, organisations approach AI strictly as a technology problem by procuring new systems, subscribing to platforms, and organising training sessions.

On paper, this appears to be progress, but in practice, many of these tools remain underutilised. Employees continue to rely on familiar workflows because they are unsure of how or whether they should integrate AI into their daily tasks. Buying AI is easy, but changing mindsets is not.

Fear

One of the most significant cultural barriers is fear. For many employees, AI is not seen as a helpful tool but as a potential threat.

Questions such as "Will this replace my job?" or "Will I appear less competent if I rely on AI?" often go unspoken, yet they strongly influence behaviour. As a result, some employees avoid using AI altogether, while others use it discreetly because they are hesitant to be transparent about their reliance on these tools.

This creates a silent resistance within organisations. AI adoption does not fail loudly; it fails quietly through hesitation, avoidance, and underuse.

Psychological safety

Another overlooked factor is psychological safety. For AI adoption to succeed, employees must feel safe to experiment, make mistakes, and learn. When experimentation is implicitly discouraged, it reinforces a reliance on traditional methods.

AI, by its very nature, requires exploration. It involves trial and error, refining prompts, and critically evaluating outputs. Without an environment that supports this iterative process, adoption will stagnate.

Interestingly, even in organisations where AI adoption appears slow, a different reality often exists beneath the surface. Many employees are already using AI tools informally to draft emails, summarise documents, or generate ideas. This phenomenon is sometimes referred to as “shadow AI”, and it highlights a gap between official policy and actual practice.

While this demonstrates initiative, it also points to a cultural failure. When employees feel the need to hide their use of AI, organisations miss opportunities to learn, standardise best practices, and address risks collectively.

To move forward, organisations must shift their focus from technology to culture.

First, AI use must be normalised. Open conversations about how AI is being used, including what works and what does not work, should be actively encouraged. This reduces stigma and builds shared understanding.

Second, organisations must move from control to trust. Overly rigid policies can stifle innovation, while a trust-based approach supported by clear guidelines enables responsible experimentation.

Finally, there must be a shift from training to literacy. While workshops on AI tools are useful, they are not sufficient. Employees need to develop AI literacy, which is the ability to understand, question, and effectively apply AI in context. This includes critical thinking about outputs, ethical considerations, and awareness of limitations.

The right environment

In the Malaysian context, these cultural challenges are particularly relevant. Many organisations operate within hierarchical structures where decision-making is centralised and risk-taking is limited. While such structures offer stability, they can slow the adoption of emerging technologies like AI, which thrive on experimentation and adaptability.

Institutions of higher learning also have a critical role to play. Universities must go beyond introducing AI tools in the classroom. They must cultivate a mindset of curiosity, adaptability, and critical engagement with technology. Graduates should not only know how to use AI but also fully understand its implications, limitations, and potential.

In fields such as publishing and knowledge development, the impact of AI is already being felt. The question is no longer whether AI will change how we work, but how we respond to that change. Will we resist it, adopt it superficially, or engage with it thoughtfully?

Ultimately, AI will not transform organisations on its own. People will. People do not change because of technology; they change because of culture. The organisations that succeed in the age of AI will not necessarily be those with the most advanced tools but those that foster the right environment. This environment is one that encourages learning, supports experimentation, and embraces change.

-- BERNAMA

Zulkifli Musa is Head of Technology and AI, Penerbit Universiti Sains Malaysia.