Organisational change is as much about culture as it is about skills and strategy.
AI is really challenging businesses and organisations right now, as we are being forced to adapt to AI even if we don’t want to, because it is embedded in our devices.
But study after study is reporting that the return on investment (ROI) on AI is not delivering in line with expectations.
We have a disconnect, and how do we join up the dots so that AI is embraced and delivers real value we can trust.
The Financial Times flagged this problem in their Working It series, and it is a question I hear constantly from the organisations I train. They have bought the licences. They have rolled out the tools. And then nothing happens. The promised productivity gains do not materialise. And leadership starts asking whether the investment was worth it. Let’s hear a clip from that episode.
The numbers tell the story
According to EY’s 2025 Work Reimagined Survey of more than 15,000 employees in 29 countries, 88% say they use AI at work, but only about 5% are using it in ways that actually change how their work is done.
Gallup’s research adds another dimension. When they asked employees who do not use AI why they do not use it, the top answer was not access. It was “relevance.”
“44% said the main reason is that they do not believe AI can assist with the work they do. Only 16% said they lack access to the tools.”
So the problem is not that people do not have AI. The problem is that they do not see why it matters for their specific job.
The manager problem
Gallup found employees who strongly agree their manager supports AI use are nine times more likely to say AI helps them do what they do best every day. But only 28% of employees in organisations that have started implementing AI strongly agree their manager actively supports their team using it.
As The Economist put it, the irony of labour-saving automation is that people often stand in the way. And the people most in the way are not frontline staff. They are the managers who are supposed to be championing the change.
A 2025 MIT-led “State of AI in Business” study on generative AI adoption reports that around 95% of organisations have not yet seen measurable financial ROI from their genAI projects, meaning only about 5% are currently achieving clear returns.
Why employees hold back
Wharton’s Scott Snyder has explicitly argued that meaningful AI adoption depends on redesigning incentives, not just deploying tools, and that employees ask “what’s in it for me?” when deciding whether to share or scale their AI shortcuts.
Snyder argues that many employees quietly use AI but hesitate to report time savings, because they fear it will simply translate into “do more with less” or even threaten their job security.
What actually works
Gallup identifies four practices associated with higher AI usage and better perceived benefits among employees:
- Communicate a clear strategy for AI integration, linked to business goals and risks.
- Champion AI use at the team level, with managers modelling use and making it relevant to day‑to‑day work.
- Provide role‑specific training, tied to actual tasks and safe use, not just generic workshops.
- Establish clear policies and guidelines for responsible AI use so employees feel safe experimenting.
Final thoughts
So the real barrier to AI automation is often human, not technical: it’s organisations and their managers who slow or block change, more than frontline staff do.
I see this every single week in the organisations I train. Most organisations are stuck at level 1, using AI models as a search engine. The leap to level 2, where AI is built into actual workflows, does not happen by accident. It happens through training, through management support, and through creating an environment where people feel safe to experiment and rewarded for doing so.
The real ROI from AI will not come from the technology. It will come from the behaviour change. And that starts with your managers.
If you want to build your AI literacy and skills, I can help.
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Sources
Financial Times, Working It series
Gallup, Manager Support Drives Employee AI Adoption, November 2025: gallup.com
Knowledge at Wharton, How Can Companies Incentivise AI Adoption, Scott Snyder, January 2026: knowledge.wharton.upenn.edu
About the Podcast Host
AI and Communications Specialist | Author | Podcaster | International Speaker
Joanne Sweeney is a recognised leader in digital marketing and digital transformation, specialising in the practical application of AI to enhance communication strategies. The founder of Digital Training Institute, Joanne, empowers leaders and communications professionals to leverage AI responsibly and effectively, ensuring transparency, trust, and tangible results.
She completed the Harvard Kennedy School Executive Programme in AI and Public Policy this summer before launching her fourth book AI Playbook, in September. Joanne has also published two editions of Public Sector Marketing Pro, which were preceded by her first title, Social Media Under Investigation Law Enforcement and the Social Web.
Her books have become go-to resources for governments, public sector and policing agencies, as well as marketing and communications professionals, all navigating the challenges of the changing Internet.
Joanne is the host of the AI SIX Podcast, a daily six-minute podcast that provides actionable insights, expert interviews, and practical advice to help professionals navigate the new world of work.
