The AI is live. Why isn’t adoption following?

Turn implementation into adoption. Build the conditions people need to change how work gets done.

Bring a real AI initiative that is planned or already underway. Your team will identify what is helping or blocking adoption, then build the actions needed to move people from awareness to sustained use.

Adoption is not a communications problem alone. It depends on readiness, managers, role clarity, enablement, reinforcement, and what happens in the work itself.

Start a Conversation See How the Workshop Works

Leaders discussing change and adoption during a workshop

THE WORK

Understand the barriers. Design the conditions. Lead the change.

FORMAT

Full day

GROUP SIZE

10–20 participants

INVESTMENT

Starting at $10,000

Fewer than 60% of workers with access to AI use it in their daily workflow.

And 84% of organizations have not redesigned jobs or workflows around AI.

Deloitte · 2026

Launching AI is not the same as getting people to use it.

Adoption rarely stalls for one reason.

People may not understand what is changing, managers may not know how to reinforce it, roles may be unclear, or the new way of working may simply be harder than the old one.

THE WRONG QUESTION

“Why are people resisting?”

THE BETTER QUESTION

“What conditions are making adoption easier or harder?”

Know what needs to change before you ask people to change.

Teams assess the conditions around a real AI initiative so they can see where adoption is likely to hold and where it may break down.

LEADERSHIP SUPPORT

Is leadership visibly behind the change?

Adoption gets harder when sponsorship is passive, inconsistent, or disconnected from the day-to-day reality of the change.

PRESSURE-TEST

What are leaders doing, not just saying, to signal that this change matters?

When this is weak: people may treat the initiative as optional, temporary, or someone else’s priority.

Readiness is not a pass/fail test. It shows where the conditions need to be strengthened before adoption problems become implementation problems.

Once you know where adoption is vulnerable, build the plan around it.

The team turns the readiness assessment into a practical change approach for the initiative in front of them.

Assess

Identify the conditions most likely to help or hinder adoption.

Map

Understand who has influence, who is affected, and what each group needs.

Communicate

Shape messages around what is changing, why it matters, and what it means for each audience.

Enable

Define the training, tools, manager support, and practice people need to work differently.

Reinforce

Decide how leaders and managers will support the change after launch.

Measure

Define the adoption signals, feedback loops, and triggers that tell you when to intervene.

The goal is not more change activity. It is stronger adoption where the work actually happens.

Leave with more than a change plan. Leave ready to lead the adoption.

Your team leaves with a practical set of tools tied to the initiative you brought into the room, not a generic template to figure out later.

Readiness assessment

A clear view of the conditions most likely to support or undermine adoption.

Stakeholder and resistance map

Who matters, where concerns may surface, and how engagement needs to differ across groups.

Phased communication plan

What people need to hear, when they need to hear it, and who should deliver the message.

Enablement plan

The training, support, manager actions, and practical resources people need to work differently.

Reinforcement actions

Specific ways leaders and managers will sustain the change after launch.

Adoption measures and triggers

The signals that show whether adoption is taking hold, plus clear points for intervention.

Not just alignment in the room. A practical adoption playbook your team can carry into the work.

Less presentation. More working through the change.

The session moves between short bursts of structure, facilitated working time, challenge, and practical planning.

Frame

Get clear on the change and what adoption actually requires.

Work

Apply the frameworks directly to your real initiative.

Challenge

Surface assumptions, resistance points, and weak spots.

Commit

Turn the discussion into concrete actions and ownership.

Real initiative. Real conversations. Actions your team can carry forward.

Bring the initiative. Leave with a clearer path to adoption.

Best for leadership teams implementing or preparing to implement AI and needing people to understand, adopt, and sustain new ways of working.

Particularly useful when the technology is moving faster than the organization around it, adoption is uneven, managers need more support, or resistance is beginning to surface.