{"id":1563,"date":"2026-06-16T21:42:06","date_gmt":"2026-06-16T21:42:06","guid":{"rendered":"https:\/\/crosscountrymovingteams.com\/?p=1563"},"modified":"2026-06-16T21:42:06","modified_gmt":"2026-06-16T21:42:06","slug":"ai-wont-transform-your-business-until-you-redesign-work-itself","status":"publish","type":"post","link":"https:\/\/crosscountrymovingteams.com\/?p=1563","title":{"rendered":"AI won\u2019t transform your business\u2014until you redesign work itself\u00a0"},"content":{"rendered":"
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One\u00a0answer is to have an\u00a0AI-people\u00a0strategy which establishes the best way of working, but most leaders\u00a0don\u2019t know\u00a0where to start. At\u00a0WPP,\u00a0the\u00a0Fortune 500 Europe\u00a0advertising giant,\u00a0the response has been\u00a0to\u00a0establish\u00a0a role dedicated to solving this thorny problem. Enter\u00a0Dr.\u00a0Laura Weis, WPP\u2019s\u00a0head of\u00a0human-AI\u00a0strategy and\u00a0transformation.\u00a0\u00a0<\/p>\n

Read more Robinhood announces it will reduce headcount by 10%, CEO seeks to avoid \u2018heavily-layered\u2019 organization<\/a><\/p>\n

\u201cI have a lot of beef around the narrative with AI,\u201d says Weis. \u201cWhile some people say\u00a0AI makes you\u00a0lazy\u00a0or rots your brain, others claim it makes you\u00a0smarter.\u00a0\u00a0That\u00a0narrative is not particularly helpful. It\u2019s a bit like saying a spoon will make you fat.\u00a0Don\u2019t blame the spoon\u00a0and\u00a0don\u2019t blame the technology.\u201d\u00a0\u00a0<\/p>\n

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Instead, Weis argues for understanding both the power and limitations of AI and people\u2014and designing work accordingly. Here\u2019s her six-step playbook on how to get started.\u00a0\u00a0<\/p>\n

\u201cWe need to stop\u00a0looking at AI and talent in parallel\u00a0and understand\u00a0how they intersect,\u201d says Weis.\u00a0\u201cMost organizations have a people\u00a0strategy,\u00a0and most organizations will have an AI tech strategy, but\u00a0if they don\u2019t connect in a really meaningful and intentional way, you still won\u2019t get much value\u00a0from them.\u201d\u00a0<\/p>\n

Leaders need to think about their workforce holistically\u2014this includes\u00a0the\u00a0digital, agentic workforce as well as\u00a0the\u00a0human one.\u00a0To\u00a0remove\u00a0the silos\u00a0that\u00a0make so many AI implementation programs harder, leaders must start from scratch and design an organizational structure\u00a0that\u00a0allows\u00a0each member of this blended workforce to realize their full potential.\u00a0This also means\u00a0all\u00a0members of the executive team need oversight of the people strategy\u2014not just the CHRO.\u00a0<\/p>\n

Conversations about AI often\u00a0come\u00a0back to efficiency\u00a0and\u00a0how processes\u00a0can be made\u00a0faster\u00a0or cheaper.\u00a0But\u00a0Weis\u00a0says this\u00a0is the wrong approach.\u00a0\u00a0<\/p>\n

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\u201cWhen we talk about value, the predominant narrative is efficiency and faster outputs,\u201d she says. \u201cThat\u2019s not going to give you a competitive advantage.\u201d\u00a0\u00a0<\/p>\n

Instead, she\u00a0says the focus should be on doing things differently, scrapping the idea of how work currently gets done and\u00a0exploring new\u00a0opportunities for growth, innovation, and revenue-generation. \u201cIt\u2019s about creating that edge and\u00a0sharpening that edge, innovating and improving quality using AI.\u201d When everyone\u00a0else\u00a0is focused on executing the same things\u00a0at a quicker pace,\u00a0real value comes from thinking differently.\u00a0<\/p>\n

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There is no doubt that AI can save businesses time,\u00a0but Weis\u00a0believes\u00a0many organizations\u00a0falter\u00a0because they\u00a0fail to\u00a0think strategically about how to\u00a0utilize\u00a0the time saved.\u00a0<\/p>\n

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\u201cAI gives us speed but, much more importantly, it gives us space,\u201d she says. \u201cIn a phase of ambiguity, like the one we\u2019re in, we tend to focus on what we can reduce,\u00a0but the data suggests\u00a0that AI is less suited to the compression of work than to the expansion of work.\u201d\u00a0<\/p>\n

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In Weis\u2019s view, leaders should look at how\u00a0the technology\u00a0can allow a business to do things it has never done before, rather than simply replacing what it was already doing.\u00a0To\u00a0best achieve\u00a0this, the time\u00a0that\u00a0is saved\u00a0as a result of\u00a0using\u00a0AI\u00a0should\u00a0be\u00a0ringfenced\u00a0for exploration.\u00a0\u201cUse that space to think, to connect what hasn\u2019t been connected before,\u00a0to\u00a0bring together ideas and people which have never been brought together,\u201d\u00a0she says.\u00a0<\/p>\n

Although some companies have opted to\u00a0reduce headcount in response to\u00a0AI\u2019s\u00a0increased efficiencies,\u00a0Weis\u00a0advises business leaders to\u00a0redesign roles rather than\u00a0eliminate\u00a0them.\u00a0<\/p>\n

Read more Meloni quit smoking; notorious bike-hater Trump gets gifted a bike; Macron loses his watch: Hot mic moments from the G7 summit<\/a><\/p>\n

\u201cWe need to\u00a0be really\u00a0clear\u00a0what AI can do, but also what humans are good at that AI is not,\u201d says Weis.\u00a0\u201cLeaders\u00a0have to\u00a0ask: where is the judgment, where is the discernment, where is\u00a0the decision-making, where is\u00a0the emotional\u00a0intelligence? All these are\u00a0strengths\u00a0AI\u00a0does not have.\u201d\u00a0<\/p>\n

This also requires leaders to\u00a0rethink what is considered\u00a0\u2018high performance\u2019.\u00a0One risk of implementing AI is what Weis terms \u201cglorified busyness\u201d where\u00a0employees\u00a0are\u00a0working at greater\u00a0speed but not necessarily generating\u00a0greater\u00a0value.\u00a0True high performers, she argues, are not merely those who \u201cdo a lot of things fast.\u201d\u00a0Instead,\u00a0a\u00a0high performer\u00a0is\u00a0often \u201cthe person who can completely rethink things, who is creative, who can bring together people,\u00a0translate\u00a0and organize plans,\u00a0and\u00a0create coherence.\u201d\u00a0\u00a0<\/p>\n

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An AI-people strategy should explore ways to\u00a0utilize\u00a0the technology to allow high performers to\u00a0do more of what they do best, either by removing mundane tasks or by\u00a0giving them the tools and time to explore\u00a0new ideas.\u00a0<\/p>\n

As well as rethinking notions of \u2018high performance\u2019,\u00a0leaders must take a critical look at the structure and functioning of their teams.\u00a0\u00a0<\/p>\n

\u201cAI is an amplifier,\u201d says Weis.\u00a0\u201cIf you have teams that feel psychologically safe, that have a clear decision-making structure, that have the right\u00a0expertise, then AI will multiply that value. If you put AI on top of\u00a0teams that are unhealthy, where critical thinking\u00a0isn\u2019t\u00a0rewarded, where there\u2019s not enough space for them to pivot because\u00a0they\u2019re\u00a0so under pressure, then\u00a0it\u2019ll\u00a0just create more noise and frustration.\u201d\u00a0<\/p>\n

Without a strategy, AI implementation is unlikely to yield positive results.\u00a0Weis\u00a0advises business leaders\u00a0to\u00a0establish\u00a0workplace cultures\u00a0which reward\u00a0different types\u00a0of\u00a0thinking,\u00a0and which allow for\u00a0different ways\u00a0of working, before rolling out\u00a0new technologies.\u00a0<\/p>\n

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To find true success with an\u00a0AI-people\u00a0strategy, leaders must be\u00a0just\u00a0as strict about where AI\u00a0should and should not be used.\u00a0\u201cMake sure you\u2019re not taking the joy out of work,\u201d says Weis. \u201cAt the moment, we tend to automate too much for applause rather than relief.\u201d\u00a0<\/p>\n

By this she means that AI disproportionately affects tasks which are associated with autonomy and creativity and which have historically been a source of pride for\u00a0employees, such as\u00a0writing creative briefs\u00a0or articles, brainstorming\u00a0new ideas,\u00a0or\u00a0design work.\u00a0\u00a0<\/p>\n

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\u201cThe only way to keep people engaged and give them a sense of identity is through purpose,\u201d says Weis.\u00a0When it comes to setting out where AI will\u00a0not\u00a0be used, leaders\u00a0must make\u00a0sure\u00a0this\u00a0is a\u00a0reflection of\u00a0the things that they value within their\u00a0organization.\u00a0<\/p>\n

The key is for leaders to remember that AI is not the transformation in and of itself.\u00a0Insightful leadership and work redesign are what will make the difference. Those leaders layering technology onto outdated workforce practices will find that it unlocks neither\u00a0real value nor a competitive advantage.\u00a0In Weis\u2019s mind, the companies that win with AI\u00a0won\u2019t\u00a0be the ones that adopt it fastest, but the ones that rethink work most deeply.\u00a0<\/p>\n

Read more Filling up your car won\u2019t feel normal until next summer, S&P says<\/a><\/p>\n

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Simply implementing AI solutions will not be enough to bring about organizational change. The real shift occurs when work itself is redesigned\u2014and most companies are getting it wrong. 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