David Sedaris, the well-known essay writer and humourist, once shared reasons for his gloom in The Paris Review called “A Number of Reasons I’ve Been Depressed Lately“; in social housing, many of you will know that feeling when AI hype meets real-world pressures. For executives focused on tenant outcomes and board member safeguarding governance and value, AI is not just a buzzword; it’s a leadership test.
The Pressure to Act Fast
Across housing boards and exec teams, the question isn’t if but how quickly. But speed alone doesn’t build tenant trust. Early rushed pilots, like AI in arrears chasing or repairs triage, can sometimes add confusion or overlook vulnerable tenants. The lesson? Don’t let fear of missing out outweigh thoughtful delivery.
The Weight of Long-Term Impacts
AI isn’t just another system; it can reshape roles and responsibilities. If an AI answers tenant calls, who checks its fairness? If it predicts maintenance, who keeps it accurate? For executives, it’s about training teams and keeping tenants informed. For board members, it’s about strong governance and clear oversight.
Actions to take:
- Map where AI affects people’s work.
- Set up clear audit trails for AI-driven decisions.
- Communicate openly with tenants about what’s changing and why.
Applying Lessons from Digital Change
We’ve learnt from past digital rollouts that some have been smooth, some bumpy. Portals, payment apps, online services: they taught us that tech alone never fixes deep problems. AI is no different; people and trust matter. Exec’s role: lead the culture. Board members’ role: ensure checks and balances hold strong.
Finding Value Where It Matters
Used wisely, AI can cut admin, flag issues like damp sooner, or streamline compliance. That frees teams to do what they do best: serve tenants well. But each tool must meet board members’ governance checks: Where does the data come from? How’s it validated? And for executives, every investment must deliver visible tenant benefits, not just efficiency on a spreadsheet.
Preparing for Real Disruption
AI could flatten hierarchies, speed up decisions, and challenge old structures. That’s healthy if we keep people at the centre. We must support teams to adapt, learn new skills, and question poor AI use. The goal? AI that augments, not replaces, human judgement.
Responsible Leadership in Action
Smart leaders roll out AI step by step. They test, question, and learn. They lean on collective wisdom through social housing AI knowledge centres like DASH, HAILIE, and peers. And they never lose sight of the bigger purpose: homes, people, and communities.
So, board members, keep asking the tough governance questions. Executives, keep the tenant benefit front and centre. Together, lead AI with courage and care.
That’s the hope I hold — and the hope I trust you’ll carry too.
Prof. Alan Brown has adapted this article from his original. “Taking a strategic approach to responsible AI adoption”
