Faces of HR: Josh Skorupa on Knowing when to Pivot – or Kill – AI-Enabled Work that Creates No Value

Why It Matters

Viewing AI as infrastructure forces organizations to align technology with measurable results, cutting wasted spend and speeding public‑sector digital agendas.

Key Takeaways

• AI should be treated as infrastructure, not a standalone strategy
• Leaders must prioritize clear outcomes before scaling AI projects
• Pivot or terminate AI initiatives that lack measurable impact
• GovTech’s Digital Academy upskills public‑sector staff for transformation
• Reducing ambiguity accelerates AI adoption and decision‑making

Pulse Analysis

AI’s rapid diffusion has prompted many executives to label it a strategic differentiator, yet seasoned transformation leaders like Josh Skorupa argue that this view is a trap. By positioning AI as core infrastructure—much like networking or cloud services—organizations can embed intelligence into existing processes without letting hype dictate priorities. This mindset shift encourages firms to ask a simple question before any model is built: what concrete business outcome will it improve? The answer drives budgeting, talent allocation, and risk assessment, ensuring that AI investments are tethered to value rather than speculation.

In Singapore, GovTech exemplifies this pragmatic approach. Skorupa oversees a Digital Academy that equips civil servants with the skills to translate AI capabilities into public‑service improvements, from faster permit approvals to predictive maintenance of city assets. The agency’s focus on clear metrics—such as reduced processing time or cost savings—helps cut through the ambiguity that often stalls large‑scale projects. By treating AI as an enabler rather than a destination, GovTech can iterate in a brownfield environment, adjusting roles and workflows as data quality and process clarity evolve.

For leaders across sectors, Skorupa’s counsel is actionable: map AI use cases to specific, measurable outcomes, invest in simplifying and automating core operations, and be prepared to kill projects that fail to deliver. Storytelling and visual aids, tools he personally uses, can demystify complex transformations and build trust among stakeholders. As AI lowers barriers to entry, the pressure to act quickly intensifies, making decisive communication and the removal of ambiguity essential for sustainable, impact‑driven adoption.