This startling figure comes from a July 2025 MIT study that found nearly all enterprise-level
generative AI pilots delivered no measurable return on investment
Legal.ioTom's Hardware.
That’s a sobering signal—especially for organizations eager to embrace AI as their strategic growth engine.
The Real Barrier: The Learning Gap
MIT’s findings echo the experience of change leaders everywhere: when AI is layered on top of broken processes, misalignment, and confusion, even the most advanced models underperform. The underlying problem isn’t model quality—it’s the
learning gap between tools and how organizations actually work
Legal.ioAnswerRocket.
A study by Data & Society puts it plainly: too many teams can explain how AI works in theory—but without hands-on application, cross-functional collaboration, and continued support, that knowledge doesn’t translate into impact. That’s what the
learning gap is all about
Data Society.
When AI Exposes Misalignment
This is where
Layered Alignment™ matters most. AI isn’t the chaos creator—it’s a magnifying glass for misalignment already lurking in your organization.
Maybe your back-office processes were inconsistent. Your functions had unspoken boundaries. Your metrics were pulling in different directions. An AI tool surfaces those misalignments—sometimes painfully.
Organizations in the study that did get results—roughly 5% of pilots—were the ones that treated AI as a targeted tool, paired with deep alignment, workflow integration, and trusted partners
Tom's
HardwareProductive Edge.
Building AI Strength through Change Capability
It’s not enough to launch AI pilots. You must build
capability, not tick a box. That’s why in our
Meaningful Change Framework™, every phase of adoption is about strengthening muscle, not just completing tasks:
- Strategic Framing: Leaders need the ability to frame AI adoption not as a checkbox, but as strategic capability building. When stakeholders understand what’s at stake, they lean in—not resist.
- Layered Alignment: Across individuals, teams, and functions, alignment becomes the backbone of AI adoption.
- Design Thinking: The AI solution must adapt to existing systems and people—rather than forcing people to work around technology.
- Adaptive Leadership: Leaders stay responsive, not reactive—to feedback, friction, and emerging needs.
- Reinvention Capability: The goal isn’t one successful rollout—it’s the ability to repeat and scale AI effectively.
Evidence of the Learning Organization
McKinsey’s recent research on the “learning organization” emphasizes that frontline teams often embrace AI faster than managers—pointing to gaps in readiness and alignment
McKinsey & Company.
This reinforces our belief that AI success is won in the coordination, not in the code.
Meanwhile, a global survey by Lifewire revealed that while 74% of employees use AI tools like ChatGPT or Gemini at work, only 33% have had formal training—and many don’t know their organizations’ AI policies
Lifewire. This strikes at the heart of the capabilities gap: adoption is happening, but without governance, alignment, or sustainable strategy.
A Snap Example (Client-Inspired)
One of our clients—a mid-sized logistics provider—rolled out an AI-powered forecasting tool. The pilots fizzled. They blamed the model. Yet when we began mapping alignment, we found there was no alignment between logistics, finance, and customer service on success metrics. One measured accuracy, another looked at service level, another at cost.
By redirecting the pilot into a pagoda of alignment—clarifying metrics, integrating feedback loops, empowering people in the work—we turned the pilot into a scalable capability, cutting forecasting errors by 20% within two quarters.
That’s
Layered Alignment™ in action: AI exposure doesn’t break you—it shows the work you hadn't done.
Key Reflection
- What misalignments would a new AI tool surface in your organization?
- Are you launching pilots—or building capability?
Your AI strategy is only as strong as your change leadership capability.
