Leading Digital Transformation with Human Intelligence
AI is reshaping strategy, decisions, and the workforce — but technology alone doesn’t create value, people do.
The DHI Pillar Programme gives leaders a clear, auditable framework to protect trust, prevent burnout, and turn AI adoption into sustainable performance.
Pillar One
Digital Self & Competency
AI starts with people. This pillar builds digital awareness, critical thinking, and resilience to misinformation. From managing digital footprints to spotting deepfakes, it ensures staff and leaders are equipped with the literacy to thrive in an AI-driven world
Intentional digital use and tech/life balance
Emotional intelligence for hybrid work
Personal data awareness and AI literacy
By 2030, up to 92 million jobs worldwide could be displaced by AI, but roughly 78 million new roles are also expected to be created.
The UK’s AI sector was valued at roughly £72 billion in 2024, making it the third-largest AI market in the world (after the US and China).
Pillar Two
Psychological Impact & Wellbeing
AI changes the pace of work — often at the cost of mental health. This pillar monitors and prevents burnout, technostress, and digital fatigue, embedding psychological safety and resilience practices into day-to-day operations.
Burnout detection and prevention strategies
Cognitive overload and digital fatigue tools
Well-being structures for hybrid and AI-augmented teams
71% of employees report feeling burnt out from increased AI-related pressures
Pillar Three
Ethical Leadership & Culture
Strong governance begins with leadership. This pillar trains leaders to make transparent, values-led decisions, recognise bias in AI systems, and foster an ethical culture that cascades across the organisation.
Ethics-based decision-making models
Culture shaping in times of transformation
Leading with empathy in tech-integrated teams
75% of business leaders say that having robust AI ethics is important to their organisation’s success and many view it as a competitive advantage.
Pillar Four
Governance, Policy & Accountability
Accountability cannot be delegated to machines. This pillar provides boards with clear governance frameworks, compliant with the EU AI Act, ISO 42001, and GDPR, with procurement as the gateway for liability and assurance.
AI risk frameworks and audit readiness
Policy templates for ethical tech use
Roles and responsibilities in AI systems
More than 10% of companies have already encountered an attempted deepfake fraud (e.g. AI-generated voice impersonation), raising security concerns.
Pillar Five
Human-AI Collaboration & Capability
AI should augment people, not replace them. This pillar focuses on reskilling, redeployment, and role clarity — ensuring fair, resilient partnerships between humans and machines, and a workforce confident in its future.
Role redesign for AI-integrated teams
Upskilling pathways and capability audits
Collaboration models for human–AI synergy
Roughly 75% of global knowledge workers were using generative AI tools in 2024, nearly double the share from just six months earlier.
Only 25% of organisations have formal AI training programmes for their workforce, and just 13% have a well-implemented AI adoption strategy – highlighting room for improvement in capability building.
The Social (S) element of ESG becomes a mandatory and scrutinised aspect of corporate reporting from 2027 onwards,
Pillar Six
ESG Intelligence for the Digital Age
Investors and regulators want transparency on AI’s impact. This pillar integrates AI governance into ESG reporting, embedding wellbeing, inclusion, and accountability metrics into disclosures that withstand scrutiny.
Digital ESG impact tracking
Sustainable tech implementation
Social equity in digital transformation
96% of the world’s 250 largest companies now publish ESG (sustainability) reports, highlighting the volume of data where AI can assist.
Pillar Seven
Digital Inclusion & Neurodiversity
In a data-driven world, inclusion must be intentional. This pillar ensures systems, tools, and policies are accessible to everyone—including neurodivergent talent. It drives inclusive design, adaptive communication, and equity at every level.
Inclusive-by-design digital systems
Neurodiversity awareness and training
Accessibility audits and team enablement
An estimated 15–20% of people are neurodivergent (e.g. autism, ADHD, dyslexia), meaning roughly one in seven employees may require workplace adjustments.
