Workforce resistance puts AI transformation returns at risk

“Adoption isn’t what happens after a transformation is designed. It has to shape the transformation from the beginning. That means designing around what motivates people, giving the organisation a meaningful role in shaping change, creating capacity to absorb it, and building capabilities before they are needed. When those elements come too late, organisations spend the rest of the transformation trying to overcome resistance they helped create,” McGee said.

Capability-building was also associated with materially different outcomes. Organisations that embedded it from the beginning of a transformation were nearly three times more likely to realise the value they expected, according to the study.

That finding is particularly relevant to AI implementation. HRD has previously examined how gaps in training can constrain AI productivity gains, while separate coverage has highlighted the role of skills and psychological safety during AI-driven workforce transformation.

Bryan Arcati, Kearney partner and co-author of the report, said workforce preparation would become increasingly important as organisations expand their use of AI.

“AI is making human-shaped transformation more urgent, not less. At a time when most leaders aren’t seeing measurable financial impact from the majority of their AI initiatives, it’s clear that digital capability alone isn’t enough. The organisations that close that gap will be the ones that build capabilities before implementation: equipping leaders to redesign work, helping employees build confidence and judgment in using AI, and reinforcing new ways of working every day,” Arcati said.