In a world where technology is evolving faster than most companies can keep up, the true challenge of AI transformation is not technical. It’s human.
As data leaders, we often ask ourselves: How do we get people on board with AI? How do we drive adoption? What truly motivates sustainable change? We tend to reach for the obvious answers: goals, incentives, metrics. Carrots and sticks. But in reality, the most powerful transformations aren’t driven by performance targets. They’re driven by beliefs. Shared purpose. Culture.That’s exactly what we unpacked in a recent episode of Data and AI Mastery, with our guest Apoorv Kashyap, Head of AI at Santander UK.
As a leader who’s helped scale AI adoption across a complex, regulated organisation, Apoorv offers invaluable lessons on what it really takes to make AI work in organisations, not just as technology but as a capability rooted in the organisation’s DNA. Let’s unpack it together.
Culture Is the Real Driver of AI Transformation
When it comes to AI transformation, the conversation always starts with incentives. Set the right KPIs. Create performance-based rewards. Apply pressure where needed. But as Apoorv explains, if you want meaningful, lasting change in your organisation, pressure and perks alone won’t cut it.
“It's never a stick. Stick has never worked, but having said that, it's also not a carrot. It's more of a culture. It's more about bringing people on the journey as opposed to just outright incentivisation. Incentivisation is definitely playing a role because the way the key product owners, the AI teams, the digital teams, it's built into everyone's yearly goals and outcomes.”
Incentives help at the tactical level. AI performance goals are now embedded in many leaders’ annual objectives. This creates alignment and visibility. But fundamentally, what drives transformation is cultural.
Culture means creating a sense of shared ownership and belief in the value of AI. It means making the transformation feel relevant and empowering, not imposed. When people across the organisation feel part of something bigger, when they understand the “why” and trust the direction, they become active participants in the journey. And that’s when transformation truly takes root within.
Lead From the Top, Empower From Within
So, how do you build this kind of culture? It starts at the top, but it has to live at every level. Apoorv captures this balance beautifully, “There’s nothing stick about it, but carrot lot less. Lot more culture, lot more top down, and lot more seeding the right entrepreneurs and champions across these teams.”
In other words, it starts with leadership visibly championing AI, asking the right questions, and investing in momentum. But it can’t stop there.
The most effective transformations are powered by a network of internal champions: people who know the business, see the opportunities, and have the energy to drive forward.
Apoorv says, “We have set up that people architecture. It's not organisation structure. It's not who reports to who, but it's more about who is the person who will drive AI in a particular line of business? And then how well they are connected with CIO, with CTO, with AI, all the people that need to make them successful?”
What Santander UK has built is a framework of trust and alignment: a people-powered architecture where AI leaders are supported, connected, and positioned to succeed. That’s what turns experimentation into execution and pilot programmes into lasting value.
Building an AI-Ready Culture
Of course, belief and empowerment aren’t enough on their own. Capability is the final piece of the puzzle.
Even with the best strategy and culture, AI transformation will stall if your people don’t feel equipped to deliver. That’s why upskilling is a vital component in any organisation’s AI transformation.
At Cambridge Spark, we work with forward-thinking organisations to build AI fluency from the ground up. From technical data science training to executive education, our programmes are designed to meet people where they are and help them grow. With the right learning partner, you build skills but also a culture of curiosity and innovation.
Final Thoughts
Ultimately, AI transformation is not a technology problem. As we learn from Santander UK’s story, it’s not about pressure or perks, but about shared purpose. Belief.
It’s about culture: led from the top, lived throughout the organisation, and supported by the right people in the right places.
If you’re serious about unlocking AI at scale, don’t just invest in platforms and tools.
Invest in your people. Build the architecture. Create the culture.
That’s where real transformation begins.