AI changes the work. People change the organization.
The organizations getting real value from AI aren't the ones with the most tools. They're the ones that redesigned roles, structures and leadership around a new way of working. That's people work, and it's what we do.
Tools are easy. Changing how work gets done is not.
Leaders everywhere are under pressure to show returns from AI. Gartner reports that 63% of CEOs and senior executives are radically redesigning their operating models to get there, yet only 24% of leadership teams agree on who is accountable for AI agents.
Microsoft's own research on becoming a Frontier Firm reaches a similar conclusion: tools alone don't change work. The system around them does. Clear goals owned by named executives. Workflows redesigned before agents are added. Managers who model AI use and coach their teams. Honest communication. And critical people decisions kept in human hands.
Every one of those is an HR and organizational design question.
Where are you today? Where do you need to be?
Human with assistant
Every person has an AI assistant. The work speeds up inside existing roles. We help leaders model use, build confidence and skills, and communicate honestly about what's changing.
Human and agent teams
Agents take on defined tasks under human direction. We redesign roles, name an owner for every agent, set supervision and escalation, and update how you hire and develop people.
Human-led, agent-operated
People set direction while agents run processes end to end. We redesign structure around value streams, create new career paths and keep critical decisions human.
Framework adapted from Microsoft, Becoming a Frontier Firm (second edition, 2026).
Six people questions every AI strategy has to answer.
Which work changes?
Map roles and workflows to find where AI adds the most value, and where human judgment must stay.
Who is accountable?
Name an owner for every agent, define supervision and escalation, and make decision rights clear.
How should we be structured?
Redesign teams, spans and layers around end-to-end value rather than legacy functions.
What skills matter now?
Focus on the few skills that differentiate you: judgment, quality control, learning agility and delegating work to agents.
How do we bring people with us?
Communicate honestly, equip managers to coach, and build learning into the flow of work.
How do we prove value?
Measure from adoption to process change to business outcomes, at 90, 180 and 360 days.
Enterprise AI experience, applied to your scale.
Stuart MacMillan leads our AI and transformation work. He advises enterprise AI programs with more than 100,000 users, and has led change across 22 transformation engagements in 23 years.
He designs which work agents take on, how humans and agents split the job, who owns and supervises each agent, and how to measure value. Paired with Stephanie's HR leadership, you get both halves of the problem in one team: the technology change and the people change.
People & AI Readiness
In four to six weeks we assess where AI will change work in your organization, how ready your leaders, structure and HR systems are, and what to do first. You leave with a 12-month people roadmap your leadership team can act on.
Ambition
Anchor AI to your business goals, with a named executive owner for each.
Work
Map priority roles and workflows. Lean the process before adding agents.
People
Assess leadership, skills, structure, HR policy and change readiness.
Roadmap
Prioritized actions, accountabilities and measures for the next 12 months.
Questions about AI and your people
What is a Frontier Firm?
It's Microsoft's term for an organization that uses AI to advance its business strategy and redesign how work gets done, rather than adopting AI for its own sake. Its research describes a progression from people with AI assistants, to human and agent teams, to human-led, agent-operated processes.
Is this only for large enterprises?
No. Small and mid-sized organizations can move faster because they have fewer layers. The people questions are the same at any size: which work changes, who is accountable, and how you bring your team with you.
Will AI mean we need fewer people?
Sometimes it changes how many people a process needs, and often it changes what those people do. Leading organizations are pushing past efficiency toward growth and better service, and they avoid automating away the entry-level roles that build their future leaders. We help you make these choices deliberately and communicate them honestly.
Do you sell or implement AI software?
No. We are vendor-neutral on the people side. We work alongside your technology partners, or recommend them, and focus on roles, structure, skills, accountability, adoption and measurement.
Ready to lead the people side of AI?
Start with a conversation about where you are, where you want to be, and what's standing in the way.