According to Adobe's CMO, the number one question from customers about new AI tools is not about features, but about how to get their teams to adopt them. The solution lies in identifying internal champions who are excited about the change and can act as catalysts to bring others along.

After an initial push to learn new AI tools, Zapier's CMO declared the next phase of transformation is not about mastering more technology. Instead, the focus is on fundamentally changing work processes and behaviors to leverage the AI systems, like the central Marketing Brain, that they've already built.

Instead of a top-down IT rollout, Baptist Health identified tech-savvy employees (“AI Sherpas”) to serve as peer guides. They provide hands-on help, build confidence, and carry some of the load for colleagues, making the AI transformation journey more achievable and less intimidating for everyone.

A core lesson from Baptist Health's AI journey is that leadership involvement is non-negotiable. Leaders must "go first" and personally immerse themselves in AI, modeling the behavior they expect from their teams. You cannot delegate your own AI literacy; visible, personal engagement is essential to build trust and drive genuine transformation.

Many Agentic AI projects fail because organizations treat them as technology rollouts. Success requires reframing AI as a business transformation initiative. Leaders invest in data foundations, governance frameworks, and change management to ensure the technology is adopted within a new, more efficient operating model.

Framing AI adoption as an IT initiative is a critical mistake. IT's role is to ensure security and responsible use, but business leaders must own the transformation. This includes driving strategy, identifying use cases, reskilling talent, and managing the cultural shift.

AI's rapid evolution breaks traditional change management. Instead of top-down projects, identify employees naturally excited by this dynamism. Elevate these "culture carriers" to experiment, share successes, and help peers adapt, making transformation a continuous, peer-led process.

Recognizing that not all employees will embrace new technology like AI, AT&T's marketing organization tasked a dedicated change management expert to drive adoption. This person runs internal "campaigns," including training and contests, to bring along more hesitant team members and ensure widespread usage.

Baptist Health discovered that its most effective AI adopters weren't defined by their formal roles but by an entrepreneurial mindset. One key leader came from a restaurant background, demonstrating that curiosity, resourcefulness, and a lack of fear are more critical for driving AI initiatives than specific industry experience.