The companies winning with AI aren't the ones with the best tools. They're the ones who've built the human capability to use them. I help enterprise companies move from AI experimentation to enterprise capability.
The AI initiatives I see stall in the gap between awareness and capability. Executives understand that the technology matters. Teams have access to the tools. But the organizational muscle isn't there. Knowing which problems to point AI at, building the internal champions, generating use cases that fit the actual business: these don't show up on their own.
That's the gap my work closes.
Two MIT Press books, The Technology Fallacy (2019) and The Transformation Myth (2021), came out of a multi-year research partnership with MIT Sloan Management Review and Deloitte that surveyed 20,000+ executives and interviewed 150+ leaders. That research ended before generative AI arrived. Its central finding didn't: the companies that absorb new technology fastest are the ones that built the organizational capability first. AI has raised the stakes on that finding, not retired it.
Recent AI clients include Coca-Cola, Shaw Industries, Holder Construction, and the World Bank. I also lead research with credit unions piloting agentic AI as the Filene Fellow for the Center of Excellence for Design for Digital. Broader digital transformation work over the past two decades includes Walmart, MetLife, International Paper, Caterpillar, and Deloitte, plus a day-and-a-half workshop launching University Federal Credit Union's digital transformation effort.
Four shapes of engagement: one-day AI Bootcamps, quarter-long Custom AI Accelerators, the Digital DNA Diagnostic, and custom work for boards and executive teams.
The technology will keep changing. The capability is what compounds.