‘Our teams resist AI’ is a convenient explanation. There is another, less comfortable one: leaders' strategic convictions can quietly disappear in meetings, replaced by reassuring narratives. The organisation runs pilots without making decisions. It spends without transforming.

Teams already use AI, often one task at a time. The next step is to turn these separate uses into a new way of organising work, designed with the people who do it.

Businesses that turn AI into lasting change start with the work, the tools people actually use and the organisation’s ability to make decisions.