People & AI was founded by Janus Kierkegaard on an observation that has repeated itself many times by now: when AI bets disappoint, it is rarely the technology that is wrong. It is the organisation around it.
Many AI initiatives start, naturally enough, with the technology: tools, integrations, a pilot or two. But when they have to create effect in everyday work, the challenge quickly moves into leadership, organisation and ways of working. That is where I come in.
AI is the common thread in everything I do. I do not do general culture analysis or leadership development in general. I look at culture to the extent it decides whether you succeed with AI, and I work with leaders who have to figure out how to lead when the technology moves faster than the organisation.
This is not theory for me. I have stood with the task myself.
For more than 20 years I have worked with transformation at the intersection of business and technology, most recently responsible for AI and automation in a large and heavily regulated organisation. I have held the practical responsibility for GenAI adoption, not just advised on it from the outside, and I have worked with business process transformation in a reality where things rarely work out as cleanly as they look on a slide.
Along the way I have sat with leadership teams, middle managers and employees, facilitated workshops and given talks, and followed transformation programmes from decision to everyday. It has given me a fairly concrete sense of the difference between when the technology is ready and when the organisation is.
Success is measured in business results, not in the number of workshops or licences. I try to separate what we actually know, what the data points to, from what we simply believe right now. And I treat the technology as the easy part, because it usually is.
A few lines about your situation is enough. You talk to me directly and get an honest answer.
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