You can’t empower your way to AI transformation

Giving teams AI tools and asking them to find use cases feels progressive. It doesn’t redesign how the organisation works.

Hi there,

You need to rethink your entire operating model, and because no one is actually doing this properly yet in the AI era, there’s a window where first movers can build big advantages over their competitors.

At this point, everyone has an AI strategy. I hope so, anyway. You might have even put together very strong AI governance forums and ensured that all of the policy updates and framework calibrations are aligned.

You’re working in an organisation of process, and the processes have been “adjusted” for the AI era, so you’re ready to win. You have rolled out ChatGPT licences, let the engineering team incorporate agents into their processes and even used some AI-generated LinkedIn posts yourself.

So where are the economic returns and why are they not showing up as expected?

The truth is sometimes disappointing for leaders who thought that “empowering” teams to solve their own use cases and get the benefits would be enough for an AI transformation.

Just like all other transformations of old, an AI transformation is not really a technology project.

It’s a people and change management problem - and if you don’t put as much thought and care into how your people are brought along on the journey towards your AI-enabled operating model, not much is going to happen for you.

The release of Qwen3.8-Max is yet another reminder that AI models are getting better, faster, and cheaper every few weeks.

The excuses that AI “can’t do that” are melting away, and what’s remaining is evidence of cultural challenges that mean teams don’t use AI or lean in because there isn’t a clear future vision they are tracking towards - and they don’t trust that there’ll be a place for them at the table when you get there.

If you want to reset your AI change initiative, the place to start is understanding what your team is actually thinking and feeling about AI itself. All of those attitudes - good, bad, informed and uninformed - are shaping the wider culture around AI.

If you want to improve your operating model radically and realise the benefits, you are going to need to partner with your people rather than make them feel like AI is being imposed on them.

As a technology optimist, I find it hard to believe that there are still people who dismiss AI outright.

But as someone with change management experience, I know all too well that even the most dire change initiative can be turned around by understanding team members’ daily frustrations with processes and platforms that don’t work as expected, removing those blockers, and making sure the training and support are there.

Source: Qwen

I’m in the process of doing additional research into how people respond to AI-driven change, and one thing that keeps coming up is the idea that the first wave of AI projects was more about being seen to be “doing AI” than challenging or reimagining how a business works.

Why do you think that is? I’d love to hear from you.

Regards,

Brennan