People and Change
Posts filed under People and Change.
Topic
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Making the same work faster is not enough
At Berry, I see the gain in changing the manager's work: AI handles sales evaluations, while managers help salespeople practice. Faster reports alone leave the old work in place.
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Don't Pick Your First AI Pilot by Performance Alone
Your best performer can belong in your first AI pilot, but performance alone isn't a reason to choose them. I look for people willing to test a different way of working, then check their feedback against the finished work.
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AI Enablement Is a Loop, Not a Roadmap
AI enablement means changing the data, the process and the tools until the business gets a result. We had to stop giving a supervisor pages of reports and show him who needed help instead.
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AI-Native Without Starting Over
You can make your existing firm AI-native, but somebody has to pay for the failed first tries. We found a user had quietly abandoned our tool because the client work still needed doing.
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You Can Afford More Agents. You Can't Afford to Watch Them.
I have spare tokens but not spare attention. I capped the tasks I follow at once, but I stopped counting dropped threads afterward, so I cannot claim the cap improved the work.
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Your Team Isn't Resisting AI. Nobody Gave Them the Hours.
In the rollouts I've helped fix, resistance often turned out to be missing time, poor design or stale training. The calendar needs to change with the tool.
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Fewer Managers, More Managing
I've watched supervisors trade hours of report preparation for minutes checking AI output. The benefit depends on using that time to develop the team.
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AI Anxiety and the Output-Validator Workflow
A team can want AI and still worry about where people fit. I would start by checking whether those responsible for the result can shape the work.