2. WITH THE RAPID RISE OF AI, MANY ORGANIZATIONS HAVE ADOPTED NEW TOOLS QUICKLY, BUT STRUGGLE TO SCALE AND SUSTAIN ADOPTION. IF YOU COULD GIVE ONE PIECE OF ADVICE, WHERE SHOULD ORGANIZATIONS START TO ADDRESS THIS CHANGE MANAGEMENT CHALLENGE?

The key is not to treat AI adoption as a purely technological initiative. You must invest in readiness, secure leadership sponsorship, and create tailored, hands-on learning paths. Only then does AI become a daily ally rather than a barrier.

The starting point is people, not platforms. Understanding real needs, fears, and expectations is fundamental to designing an effective adoption experience.

When individuals see tangible benefits, such as time saved, simplified workflows, greater autonomy, AI becomes natural and sustainable.

The goal is to build a culture of experimentation, where mistakes are learning opportunities, and innovation is a shared journey, not a top-down mandate.

4. HOW DO USER RESISTANCES DIFFER WHEN ADOPTING AI COMPARED TO MORE TRADITIONAL IMPLEMENTATIONS, LIKE INTRODUCING A NEW PLATFORM?

With AI, resistance often stems from perceived threats to one's role and a lack of trust in algorithms. In traditional projects, resistance is typically linked to effort, learning new tools, changing routines, and overcoming the fear of making mistakes.

AI-related resistance is more cognitive: reluctance to rely on machine-generated outputs, fear of losing control or recognition, and skepticism toward automated decisions.

With platforms, the challenge is “how to use it”; with AI, the challenge is understanding “why to use it” and how it enhances, rather than replaces human capability.