Don’t Be a ‘Leroy Jenkins’ with Your Tech! Why Planning Wins in AI Adoption
Hey everyone, John here! Today, we’re diving into a fun, slightly silly internet meme to uncover some really important lessons for big companies and how they use new technology, especially awesome stuff like AI.
What in the World is a ‘Leroy Jenkins’?
Okay, let’s start with the origin story. Back in 2005, there was a viral video from a game called World of Warcraft. A group of players was carefully planning a complex mission, going over every detail, when suddenly, one player, named Leroy Jenkins, just shouts his name and charges headfirst into battle, completely ignoring the plan!
The result? Total chaos. His teammates were left scrambling, and the whole mission ended in disaster. It was hilarious to watch, but it also became a classic example of what *not* to do when you’re part of a team trying to achieve something important.
And guess what? This “Leroy Jenkins” mindset, where you rush in without a plan, happens a lot in the world of big company technology, or “IT” (Information Technology).
The ‘Leroy Jenkins’ Mindset in the Tech World
You see, sometimes big companies, especially their tech leaders, get really excited about the newest, coolest technologies. They hear buzzwords, they feel pressure to innovate fast, and sometimes, just like Leroy, they charge ahead without enough thought or planning.
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Cloud Computing: Remember when everyone rushed into cloud computing?
Lila: John, what exactly is “cloud computing”? Is it like, my computer is up in the clouds?
John: (Chuckles) Not quite, Lila! Think of it like this: instead of owning your own giant factory for computing power and data storage, you rent space and power from a huge data center somewhere else, usually over the internet. So, instead of having all your apps and data on your own computer server, they’re stored and run on someone else’s powerful computers, and you access them “through the cloud.” It’s like renting a space in a huge, shared office building instead of building your own entire office building.
Some companies jumped in without fully understanding how to manage costs or make sure everything worked together smoothly. They ended up spending way too much or having messy systems.
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Generative AI and Agentic AI: Now, we’re seeing the same pattern with exciting new AI technologies.
Lila: Oh, I’ve heard “generative AI” a lot! What does it mean, and what’s “agentic AI”?
John: Great questions, Lila! “Generative AI” is basically AI that can create new things. Think of tools like ChatGPT that can write stories, poems, or code, or AI that can generate realistic images from simple text descriptions. It ‘generates’ content.
John: “Agentic AI” is a step further. Imagine a “generative AI” that not only creates things but can also *act* on its own to achieve a goal. So, instead of just writing an email, an agentic AI might be able to understand your request, find the right information, write the email, and then even send it, all by itself, without you having to click every step. It’s like an advanced digital assistant that can plan and execute tasks on its own.
Many leaders are eager to adopt these, but some treat them like quick experiments without really thinking about how they fit into the company’s bigger goals. This can lead to a messy collection of different technologies that don’t work well together and don’t provide much value.
The core problem? Companies often forget to plan, strategize, and set up proper rules (“governance”) *before* they start implementing new tech. They rush to implement, then wonder why things don’t work out.
Why Do Companies Rush In?
There are a few reasons for this “Leroy Jenkins” behavior:
- Pressure to Innovate: Executives feel a lot of pressure to be seen as leaders in technology and not fall behind their competitors. They want to be first!
- Vendor Promises: Companies that sell new technology often make big, flashy promises about how their product will change everything, creating a sense of urgency.
- Mistaking Speed for Success: Some tech leaders think that just adopting new tech quickly will make them relevant and successful, even if it’s not well thought out.
What’s often missing is a strong connection between the new technology and the company’s overall business goals. IT departments sometimes work in their own bubble, focusing on the tech itself rather than how it will actually help the business achieve its targets. This can lead to:
- Solutions that don’t solve real problems.
- New systems becoming useless very quickly.
- Something called “technical debt.”
Lila: “Technical debt”? That sounds like something you owe a computer! What is it?
John: (Nods) That’s a good way to think about it, Lila! Imagine you’re building a house, and to finish quickly, you take a lot of shortcuts – you use cheap materials, you don’t follow the blueprints properly, or you just tape things together. The house might stand for a bit, but later on, you’ll have to go back and fix all those shortcuts. It’ll cost you more time, effort, and money in the long run to fix the foundation, replace bad wiring, or repair leaky pipes. “Technical debt” is exactly like that for software and IT systems. It’s the hidden cost of taking shortcuts or making quick, unplanned decisions now, which will pile up and create bigger, more expensive problems to solve later on. It slows you down and makes everything harder in the future.
How to Avoid the ‘Leroy Jenkins’ Trap
So, how do smart companies avoid this chaos? It all comes down to careful planning and a long-term strategy. Every new tech initiative should:
- Be clearly linked to what the business wants to achieve.
- Have measurable goals, not just vague buzzwords.
This is where something called “enterprise architecture” comes in handy.
Lila: “Enterprise architecture”? Is that like designing a really big building for a company?
John: You’re actually pretty close with the building analogy, Lila! Imagine a city planner who designs not just one building, but how all the roads, power lines, parks, and different buildings connect and work together to make a functional city. “Enterprise architecture” is similar, but for a company’s entire technology system. It’s like having a master blueprint that shows how all the different computer systems, software, and data within a large organization should be structured, how they should connect, and how they should evolve over time to support the business’s goals. It makes sure everything is organized, scalable, and efficient, preventing a messy tangle of unconnected systems.
By using this kind of structured approach, companies can:
- Test new technologies on a small scale first.
- Set up rules (“governance”) right from the beginning.
- Measure how well the technology is performing against clear goals, like how much money it saves or how much happier customers are. (This is often called measuring “ROI” or Return on Investment, which just means getting more value out than you put in!).
Starting small and scaling up thoughtfully helps build trust and reduces wasted money and effort.
The Smarter Way Forward for Tech Adoption
Successful companies treat their technology investments like long-term projects, not just quick experiments. They don’t just chase trends; they merge new tech opportunities with strong planning, ongoing management, and clear ways to measure success. This means:
- Fewer failed projects.
- Higher “ROI” (they get more value for their money).
- No wasted time fixing problems caused by rushed decisions.
Ultimately, a tech department’s job isn’t just to install new software; it’s to create lasting value for the business. Being a “Leroy Jenkins” in tech means rushing in unprepared, leading to chaos and missed opportunities. Smart tech leaders choose discipline, strategy, and a clear focus on achieving measurable business goals. Speed is less important than alignment and delivering true, lasting value.
John’s Take: Reading this really highlights how important it is to step back and think before diving headfirst into any new tech, even with all the exciting possibilities AI offers. It’s easy to get caught up in the hype, but true success comes from a thoughtful approach that puts business goals first. It’s a marathon, not a sprint!
Lila’s Take: I totally get it now! It’s like if I want to bake a cake, I shouldn’t just throw ingredients in. I need a recipe, I need to measure things, and I need to know what kind of cake I’m trying to make! Otherwise, it’ll probably just be a big mess. Planning really does make sense!
This article is based on the following original source, summarized from the author’s perspective:
IT leadership lessons from ‘Leroy Jenkins’