Reimagining AI Transformation through a People-First Lens

Randy Marchany, Virginia Tech’s IT Security Officer and Director of its IT Security Lab, has worked in computing since 1972. A US Cyber Challenge founder, he shaped cybersecurity education, standards, and policy through CIS, EDUCAUSE, REN-ISAC, and national initiatives, authoring over 40 publications and advancing workforce development.

In an exclusive interview with CIOReview, Marchany discussed about the nuances of the evolving landscape of cybersecurity including the challenges and opportunities it presents.

Transformation Begins with People

The most enduring lesson in my journey is that transformation begins with people. If you focus on enabling people—giving them clarity, trust and shared purpose—the business outcomes follow and the technology becomes a multiplier.

Three experiences shaped this people-first philosophy:

Miller Brewing Company: Rapid End-to-End Process Transformation

I was the lead architect on a cross-functional effort to transform a complex, end-to-end business process critical to company operations. With business and IT teams working in sync, we delivered results in 90 days. That taught me transformation starts with shared purpose and alignment.

Harley-Davidson: Building the Digital Strategy

At H-D, we developed a cross-functional digital strategy that looked beyond tools to how digital experiences could strengthen the bond between rider and brand. It emphasized aligning with human behaviors and expectations.

Sargento Foods: Unlocking What’s Next

At Sargento, my focus is on building capacity for future transformation. When I started at Sargento, I immediately put into practice working cross-functionally on experimentation with emerging technologies. Even before GenAI reached the mainstream, we were partnering with departments to explore how AI and automation could improve quality and efficiency. It was always about doing things together with the employee impact in mind. Looking ahead, I see an opportunity in empowering frontline teams, those closest to the work, to shape automation and AI use cases that directly improve business operations. For example, we're exploring how employees in lean teams can co-design automation solutions to reduce manual tasks, freeing them to focus on value-added problem solving.

People-First Strategies for Realistic AI Adoption

The biggest misconceptions I see around AI tend to overlook the human side of the equation:

1. AI is a magic button: There's an assumption that AI creates instant value. But without a clear purpose, the result is noise, not impact.

2. AI will replace people: I push back on this. The greatest value comes when AI enhances judgment, empathy and creativity—not replaces them.

3. Speed equals success: Many assume faster is better, but without clarity or governance, speed can create chaos and erode trust. Balance is critical.

I guide organizations with a people-first mindset:

 ​Transformation sticks when people feel seen, heard, and involved 

• Start with human purpose: Even before business impact, I ask, “Whose work are we improving?” If we can’t answer that clearly, the use case isn’t ready.

• Engage through co-experimentation: At Sargento, we launched a grassroots GenAI community that brought together people from aacross the company—even teams that rarely interact. They share what works and what doesn’t. This openness builds trust and accelerates meaningful adoption.

• Deliver small wins, transparently: Short, visible cycles create space for learning without fear of failure. That’s how cultural momentum builds.

When people feel included and equipped, AI becomes a trusted partner—not a threat.

Building Adoption through Empathy and Collaboration

Adoption is about people; how they feel about the change, how well they understand the purpose and whether they see themselves in the outcome.

What works:

1. Cross-functional delivery teams: Across my career, what works is when business and IT SMEs work side-by-side on delivering solutions. This builds ownership early and avoids handoffs that diminish clarity.

2. Build communities of curiosity: Our GenAI group started with early adopters and grew into a company-wide learning engine. It’s created unexpected cross-team partnerships and lowered barriers to experimentation.

3. Lead with story and empathy: I often use stories that spotlight real employee or customer pain points. When others feel that discomfort, they become emotionally invested. That’s when adoption starts.

New ways of working stick when people feel seen, heard and involved. Get that right and innovation takes care of itself.

AI’s Future: Participation and Empowerment

The next wave won’t be defined by platforms. It will be defined by participation. Three evolutions are taking shape:

1. Integrated intelligence across the value chain: AI will become embedded in daily decisions across planning, production and quality; not isolated pilots.

2. Democratized disruption: With GenAI and low-code tools, employees across the business are shaping their own solutions. This opens the door to innovation and disruption from unexpected places.

3. Human + AI teams as the new standard: Companies that build collaborative trust between people and AI will outperform. Success will come to those with the most empowered users, not just the most advanced tools.

Lean into this future by enabling teams, especially those closest to the work, to shape how technology supports them. That shift will redefine the role of IT from solution provider to capability enabler.

People-Centered Mindsets Drive Transformation Success

Transformation starts by asking: how do we want people to experience this change?

Three mindset shifts are essential:

1. People first: Don’t just define the business outcome; define the human experience. Use cases that empower, uplift, or remove friction for employees gain faster traction.

2. Democratized innovation: Accept that the next big idea may come from the edge, not the center. With the right support, early adopters and power users can drive bottom-up change.

3. Shared ownership: Build delivery teams that represent both business and IT. Use storytelling to create shared empathy. And celebrate quick wins to keep people engaged.

The organizations that thrive will be the ones that empower people—not just to use the solution, but to shape it.