THE TECHNOLOGY INTERVIEW

The peak hit-rate window when US higher education students are most actively using Pearson’ s AI study tools his approach to investing in new technology. He argues that throwing powerful technology at people without guidance is like handing a teenager car keys without lessons – it inevitably leads to a wreck. Instead, he emphasises the need for structural training, similar to driving school.

A central team for consistent AI standards Pearson’ s response to that challenge has been to build an AI Centre of

Enablement, spanning customerfacing products, engineering and internal operations. From the outset, Dave’ s team chose to dive straight into the technology, focusing holistically on how AI could transform the business across three key dimensions.

To keep the company aligned, a small central team identifies what is working in specific areas and shares those successes more widely.

“ There’ s a‘ find good and diffuse’ aspect to it,” Dave says.“ We knew right away that we would need to apply common standards and protocols.”

Underpinning that effort is a wider modernisation of Pearson’ s data infrastructure, which Dave admits is still catching up with the ambitions of the AI programme.

“ We have quite a way to go on our data foundations as I think most companies do,” he says.“ We are a 182-year-old company and it’ s fair to say we don’ t have 182-year-old tech! But we’ re always looking at how we can modernise and enhance it.”

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