Mandating AI usage can backfire by creating a threat. A better approach is to create "safe spaces" for exploration. Atlassian runs "AI builders weeks," blocking off synchronous time for cross-functional teams to tinker together. The celebrated outcome is learning, not a finished product, which removes pressure and encourages genuine experimentation.

To drive internal change like adopting coding agents, Snowflake's CEO combines top-down goals with bottoms-up enthusiasm. He finds and elevates passionate early adopters—like a founder who fell in love with coding agents—whose influence proves more effective at driving change than executive mandates alone.

Block's CTO observes a U-shaped curve in AI adoption among engineers. The most junior engineers embrace it naturally, like digital natives. The most senior engineers are also highly eager, as they recognize the potential to automate tedious tasks they've performed countless times, freeing them up for high-level architectural work.

To encourage widespread use of new AI tools, Qualcomm identifies key people to become 'super users'. As these evangelists demonstrate the tool's value and efficiency, they create a Fear Of Missing Out (FOMO) effect, generating organic demand and pulling the rest of the organization toward adoption rather than pushing it on them.

A key driver for AI prototyping adoption at Atlassian was design leadership actively using the new tools to build and share their own prototypes in reviews. Seeing leaders, including skip-level managers, demonstrate the tools' value created powerful top-down social proof that encouraged individual contributors to engage.

To accelerate company-wide skill development, Shopify's CEO mandated that learning and utilizing AI become a formal component of employee performance evaluations. This top-down directive ensured rapid, broad adoption and transformed the company's culture to be 'AI forward,' giving them a competitive edge.

To win over skeptical team members, high-level mandates are ineffective. Instead, demonstrate AI's value by building a tool that solves a personal, tedious part of their job, such as automating a weekly report they despise. This tangible, personal benefit is the fastest path to adoption.

Contrary to the belief that AI architecture is only for senior staff, Atlassian finds that "AI native" junior employees are often more effective. They are unburdened by old workflows and naturally think in terms of AI-powered systems. Senior staff can struggle with the required behavioral change, making junior hires a key vector for innovation.

To transform a product organization, first provide universal access to AI tools. Second, support teams with training and 'builder days' led by internal champions. Finally, embed AI proficiency into career ladders to create lasting incentives and institutionalize the change.