The Big AI Mistake Every Company is Making

“Just play around and share what you figure out.”

This is still the AI adoption strategy for too many organizations right now. It’s happening everywhere - Fortune 100 companies, federal agencies, and small firms alike. Sure, tapping into your team’s perspective and curating proven practices is always a good idea. But we’re talking about the most significant human discovery since fire (at least according to a litany of tech executives)!

Ninety-two percent of companies plan to boost their AI investments over the next three years. Organizations are channeling significant resources (and lots of FOMO) into their tech stacks because they view AI as THE KEY to unlocking future revenue. However, when it comes to application — how work itself must evolve to fully leverage these new tools — many are delegating their digital transformation efforts to their already overburdened workforces. It almost feels like senior management forgot their people have jobs to do.

It’s no surprise that 74% of companies are struggling to realize value from their AI initiatives. In some cases, the technology simply isn’t ready to deliver on its promises. At the same time, workers who are expected to adapt their practices through AI aren’t receiving extra time, support, or guidance on how to crack this generational technology as they continue to balance their everyday responsibilities. Management expects them to simply ... figure it out. As a result, only 1% of organizations consider their AI initiatives fully mature.

We’re still in the early stages of the AI-enabled transformation of work. While agents, assistants, and automations are making their way into the workplace, there’s still a significant gap between AI’s promise and its real-world application. Policies still being defined. Regional regulations are playing catch up. Tech providers are rapidly evolving their solutions. Tech will be in constant flux for the foreseeable future.

Meanwhile, the drive to "do more with less" is colliding with the push for innovation. As companies trim budgets and reduce headcounts to boost profitability, they’re expecting employees to lead the digital revolution - without a clear roadmap. This approach does not empower employees. It simply amplifies their struggles within a stressful, combative work environment.

Employee engagement and well-being are nearing all-time lows. Sixty-five percent of employees report struggling with burnout, while 72% say it’s negatively affecting their performance. AI is only intensifying this pressure. A Pew Research study found that 52% of U.S. workers are concerned about AI’s impact on their roles, with 32% fearing job loss.

Without a clear strategy and adequate support, companies risk failing to unlock AI's full potential, while employees are left to grapple with growing uncertainty.

Meaningful, sustainable change cannot be achieved through trial and error. While discovery, experimentation, and iteration are critical to innovation, they must be supported by careful planning and consistent direction. For AI to reach its full potential, organizations must dedicate resources to guide the transformation of work. This goes beyond teaching employees how to use new tools. People require clear guidance on how to apply these tools effectively within their changing workflows and in alignment with organizational priorities.

Management must allocate resources to determine where AI fits within workflows, which tasks still require human involvement, and how processes can be redesigned to maximize productivity. They should designate team members to work cross-functionally, identifying areas for improvement and pinpointing use cases that can deliver the most value. This collaborative approach will maximize impact while ensuring employees are engaged throughout the transformation process. By prioritizing the alignment of people, technology, and business practices, organizations can ensure both operational efficiency and a positive employee experience.

AI is more than the latest training topic for L&D to manage. It’s fundamentally transforming the role L&D plays in the modern workplace. For years, AI has enabled teams to personalize training and support at scale, shifting from standalone solutions to integrated ecosystems embedded within everyday workflows. This technology can empower individuals to share knowledge, solve problems, and build essential skills. It also allows L&D to scale limited resources and ensure every employee gets right-fit support, regardless of who they are or how they do their jobs. 

At the same time, L&D must rethink its role within the workplace. Content creation is no longer a sustainable value proposition. AI makes it possible for people to subject matter experts to craft “good enough” assets in minutes. Today, the real opportunity for L&D lies in connection. The function is uniquely positioned to connect enterprise strategy to everyday work by shaping how guidance, learning, and support show up within the workflow, rather than isolating L&D practices within structured programs and content libraries. 

This shift in purpose does not eliminate traditional L&D tactics. It simply changes how they are applied. Hands-on training, coaching, and classroom experiences remain critical for building judgement, confidence, and shared understanding, especially within frontline workplaces. These targeted interventions must be intentionally designed and augmented with AI-enabled tools to drive ongoing reinforcement and performance support. In this model, L&D moves from being a builder of content to a connector of systems, people, and practices that together enable effective work.

We’re becoming an AI-first company. Executives are saying it, but what does it actually mean? In a world where every organization will have access to the same tools, models, and platforms, advantage will not come from declaring AI as a priority or rolling out new technology faster than everyone else.

The real differentiator will be how organizations design work around those tools. AI-first cannot mean technology-first at the expense of people. It must provide clarity about where AI fits, where human judgment still matters, and how work is reshaped so employees can apply these tools effectively without absorbing more chaos or pressure.

In the end, the most successful AI-first organizations will also be the most people-centric. They will use AI to reduce friction, strengthen capability, and create better systems of support in everyday work. When everyone has the same tools, value comes from how well an organization enables its people to use them.

Thank you for everything you do. Let me know how I can help. Be well. JD

AI Statement: Every word in this post was written by the human author. AI was used to support research, ideation and editing throughout the creation process.