Background 

For the Financial Times (FT), a global newsroom and data-led organisation, AI represented both a technological leap and a leadership challenge: how to integrate powerful new tools without eroding trust, creativity or collaboration.

FT recognised that its long-term readiness would depend not only on deploying advanced systems but also on nurturing a culture where people felt confident, informed and included. Its goal was to ensure that every employee could explore AI safely and ethically while keeping human judgment at the heart of decision-making.

Approach 

In early 2024, FT launched a company-wide AI transformation programme grounded in a people-first ethos. The initiative focused on three priorities: culture, capability building and collaboration.

A cross-departmental AI Taskforce, later elevated to a board-sponsored AI Transformation Programme, brought structure and alignment, ensuring that technology use matched business objectives. An AI Fluency Lead was appointed to embed adoption and ethical awareness across HR and operational teams, supported by regional champions who promoted engagement worldwide.

“The FT is turning AI from a tool into a shared capability, ensuring people – not algorithms –define its future”

Implementation followed quickly. In February 2024, FT introduced ChatGPT Enterprise through a phased rollout with clear governance to ensure secure, responsible use. By June, the company hosted Global AI Immersion Week, offering live sessions on innovation, ethics and inclusion.

The organisation’s new AI Fluency Framework tailors learning to different experience levels, while algorithmic equity training helps teams identify and address bias in AI. Weekly AI tips, quizzes and workshops sustain curiosity and build confidence, supported by active AI Slack channels and town halls.

Outcome

FT’s AI transformation has redefined what future readiness looks like in a complex, creative industry. Cross-functional collaboration has accelerated, duplication has fallen and innovation cycles have shortened.

The Global AI Immersion Week alone drew more than 1,200 participants, embedding a shared understanding of ethical AI use. Engagement with AI learning remains consistently high, driven by visible CEO communication and ongoing peer learning.

By balancing strong governance with freedom to experiment FT has created a culture of curiosity, confidence and inclusion that keeps people, not technology, at the centre of progress.

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