In the roads and infrastructure sector, change tends to come slowly. For decades, we’ve relied on muscle, machinery and manual know-how to deliver outcomes. So when artificial intelligence began emerging in our industry, the first reaction from many wasn’t curiosity, it was fear.
Would AI take jobs? Would it replace decades of experience? Would it dehumanise decision-making? At MR Roads, now one of the fastest growing infrastructure businesses in Australia, we made a conscious choice early on. AI wasn’t here to replace people, it was here to empower them and the faster we helped our team see that, the faster we could lead a transformation that was both digital and cultural.
Here’s what we’ve learned about leading people to embrace AI rather than resist it.
Start with clarity, not code
Too many companies introduce AI like it’s a mystery box. Buzzwords fly, consultants present charts and the people who actually do the work are left wondering what it means for their future.
We started differently in our workplace and we encourage others to do the same. We explained what AI actually is in our context. A tool that helps us do things smarter, faster and safer. We made it clear that no one was being replaced. In fact, their expertise was more important than ever because the machines still need human input, oversight and judgment. What will change, is the type of work people do, how and when. AI will improve our capabilities in many areas and create new workflows in other areas. We mapped this out clearly for everyone and then explained how this will impact roles and responsibilities on the ground. We then explained how we will transition aiming to take everyone with us on the journey.
People can’t trust what they don’t understand. Clarity is the foundation of confidence.
Shift the narrative from threat to opportunity
If AI is presented as a cost-cutting measure or productivity booster, it naturally triggers anxiety. However, if it’s framed as a way to remove repetitive tasks, reduce risk and improve job satisfaction, people lean in.
We showed our teams how AI could help predict wear and tear on roads before they become hazards, how it could streamline compliance reporting, how it could improve quoting, reduce fatigue and accident risk, how it could even make shift scheduling more accurate and fair. Suddenly, it wasn’t a threat, it was a partner.
When people see what’s in it for them, they stop fearing change and start driving it.
Put people in the pilot seat
One of the most powerful things we did was involve staff in AI adoption from the ground up. We didn’t just tell them what tools to use, we asked for their feedback, input and ideas.
We created internal champions, we ran demos and we showed results. Our field teams helped shape how we applied AI on-site. Our admin staff tested integrations that saved them hours of repetitive work and in the process, they became advocates, not adversaries, of the technology. Ownership breeds engagement. When people are part of the solution, they become the momentum.
Invest in both tech and trust
AI is only half the equation, the other half is culture. If your people don’t feel secure, valued and heard, even the smartest tech will fall flat. At MR Roads, we’ve worked hard to build a culture where innovation doesn’t mean instability. It means opportunity.
We back this up with training, support and above all, transparency. We talk openly about where we’re going, what we’re trialling and how it will affect workflows and when we make mistakes, we own them. That trust is what keeps the wheels turning.
Leading change is human work
AI might be technical, but leading people through change will always be human work. It requires empathy, vision and a willingness to meet people where they are.
At MR Roads, embracing AI hasn’t just helped us scale. It’s helped us evolve. We’re faster, more agile and more resilient because our people are behind the change, not chasing it. If you want your workforce to embrace AI, start by embracing your people.
www.mr-roads.com.au
