AI won’t replace people. But leaders who ignore workforce redesign will begin to fail and be replaced by leaders who adapt and quickly.
For the last decade or so, digital transformation has been framed as a technology challenge. New platforms. Cloud migrations. Data lakes. APIs. Automation. Security layered on top. It was complex, often messy and rarely finished — but the underlying assumption stayed the same: Humans remained at the center of work, with technology enabling them.
AI breaks that assumption.
Not because it is magical or sentient — it isn’t — but because it behaves in ways that feel human. It writes, reasons, summarizes, analyzes and decides at speeds that humans simply cannot match. That creates a very different emotional and organizational response to any technology that has come before it.
I was recently at a breakfast session with HR leaders where the topic was simple enough on paper: AI and how to implement it in organizations. In reality, the conversation quickly moved away from tools and vendors and landed squarely on people — fear, confusion, opportunity, resistance and fatigue. That is where the real challenge sits.
AI feels human and that changes everything
AI is just technology. But it feels human because it has been designed to interact with us in human ways. Large language models combined with domain data create the illusion that AI can do anything. Maybe one day it will. Right now, what it can do is expose how unprepared most organizations are for the scale and pace of change it brings.
We are all chasing competitive advantages — revenue growth, margin improvement, improving resilience — and AI is being positioned as the shortcut. But unlike previous waves of automation, this one does not sit neatly inside a single function.
Earlier this year I made what I thought was an obvious statement on a panel: “AI is not your colleague. AI is not your friend. It is just technology.” After the session, someone told me — completely seriously — that AI was their colleague. It was listed on their Teams org chart. It was an agent with tasks allocated to it.
That blurring of boundaries should make leaders pause.
Perception becomes reality very quickly inside organizations. If people believe AI is a colleague, what does that mean for accountability, trust and decision-making? Who owns outcomes when work is split between humans and machines? These are not abstract questions — they show up in performance, morale and risk.
When I spoke to younger employees outside that HR audience, the picture was even more stark. They understood what AI was. They were already using it. But many believed it would reduce the number of jobs available to their generation. Nearly half saw AI as a net negative force. None saw it as purely positive.
That sentiment matters. Because engagement is not driven by strategy decks — it is driven by how people feel about their future.
Roles, skills and org design are already out of date
One of the biggest problems organizations face is that work is changing faster than their structures can keep up.
As Zoe Johnson, HR director at 1st Central, put it: “The biggest mismatch is in how fast the technology is evolving and how possible it is to redesign systems, processes and people impacts to keep pace with how fast work is changing. We are seeing fast progress in our customer-facing areas, where efficiencies can clearly be made.”
Job frameworks, skills models and career paths are struggling to keep up with reality. This mirrors what we are now seeing publicly, with BBC reporting that many large organizations expect HR and IT responsibilities to converge as AI reshapes how work actually flows through the enterprise.
AI does not neatly replace a role — it reshapes tasks across multiple roles simultaneously. That shift is already forcing leadership teams to rethink whether work should be organized by function at all or instead designed end‑to‑end around outcomes. That makes traditional workforce planning dangerously slow.
Organizations are also hitting change saturation. We have spent years telling ourselves that “the only constant is change,” but AI feels relentless. It lands on top of digital transformation, cloud, cyber, regulation and cost pressure.
Johnson is clear-eyed about this tension: “This is a constant battle, to keep on top of technology development but also ensure performance is consistent and doesn’t dip. I’m not sure anyone has all the answers, but focusing change resource on where the biggest impact can be made has been a key focus area for us.”
That focus is critical. Because indiscriminate AI adoption does not create advantages — it creates noise.
This is no longer an IT problem
For years, organizations have layered technology on top of broken processes. Sometimes that was a conscious trade-off to move faster. Sometimes it was avoidance. Either way, humans could usually compensate.
AI does not compensate. It amplifies. This is the same dynamic highlighted recently in the Wall Street Journal, where CIOs describe AI agents accelerating both productivity and structural weakness when layered onto poorly designed processes.
Put AI on top of a poor process and you get faster failure. Put it on top of bad data and you scale mistakes at speed. This is not something a CIO can “fix” alone — and it never really was.
The value chain — how people, process, systems and data interact to create outcomes — is the invisible thread most organizations barely understand. AI pulls on that thread hard.
That is why the relationship between CIOs and people leaders has moved from important to existential.
Johnson describes what effective partnership actually looks like in practice: “Constant communication and connection is key. We have an AI governance forum and an AI working group where we regularly discuss how AI interventions are being developed in the business.”
That shared ownership matters. Not governance theatre, but real, ongoing collaboration where trade-offs are explicit and consequences understood.
Culture plays a decisive role here. As Johnson notes, “Culture and trust is at the heart of keeping colleagues engaged during technological change. Open and honest communication is key and finding more interesting and value-adding work for colleagues.”
AI changes what work is. People leaders are the ones who understand how that lands emotionally.
The CEO view: Speed, restraint and cultural expectations
From the CEO seat, AI is both opportunity and risk. Hayley Roberts, CEO of Distology, is pragmatic about how leadership teams get this wrong.
“All new tech developments should be seen as an opportunity,” she said. “Leadership is misaligned when the needs of each department are not congruent with the business’s overall strategy. With AI it has to be bought in by the whole organization, with clear understanding of the benefits and ethical use.”
Some teams want to move fast. Others hesitate — because of regulation, fear or lack of confidence. Knowing when to accelerate and when to hold back is a leadership skill.
“We love new tech at Distology,” Roberts explains, “but that doesn’t mean it is all going to have a business benefit. We use AI in different teams but it is not yet a business strategy. It will become part of our roadmap, but we are using what makes sense — not what we think we should be using.”
That restraint is often missing. AI is not a race to deploy tools — it is a race to build sustainable advantage.
Roberts is also clear that organizations must reset cultural expectations: “Businesses are still very much people, not machines. Comprehensive internal assessment helps allay fear of job losses and assists in retaining positive culture.”
There is no finished AI product. Just constant evolution. And that places a new burden on leadership coherence.
“I trust what we are doing with our AI awareness and strategy,” Roberts says. “There is no silver bullet. Making rash decisions would be catastrophic. I am excited about what AI might do for us as a growing business over time.”
Accountability doesn’t disappear — it concentrates
One uncomfortable truth sits underneath all of this: AI does not remove accountability. It concentrates it. Recent coverage in The HR Director on AI‑driven restructuring, role redesign and burnout reinforces that outcomes are shaped less by the technology itself and more by the leadership choices made around design, data and pace of change.
When decisions are automated or augmented, the responsibility still sits with humans — across the entire C-suite. You cannot outsource judgement to an algorithm and then blame IT when it goes wrong.
This is why workforce redesign is not optional. Skills, org design and leadership behaviors must evolve together. CIOs bring the technical understanding. CPOs and HRDs bring insight into capability, culture and trust. CEOs set the tone and pace.
Ignore that partnership and AI will magnify every weakness you already have.
Get it right and it becomes a powerful force for growth, resilience and better work.
The workforce shift is already underway. The question is whether leaders are redesigning for it — or reacting too late.
This article is published as part of the Foundry Expert Contributor Network.
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