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.
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To drive adoption for an internal tool, identify the teams most frustrated with the existing solution by scraping support channels. Then, schedule small, bespoke tech talks directly for those teams. This targeted approach generates highly engaged and grateful early adopters.
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.
To drive adoption, Axios's CEO gave all staff licensed AI access and a simple mandate: spend 10% of your day finding ways it can improve your specific job and share wins. This bottom-up, experimental approach fostered organic adoption and practical use cases more effectively than a top-down directive.
For internal tools, don't rely solely on product-led growth. A hybrid approach combines a frictionless product experience with a proactive "sales" strategy of advocating for the tool's potential, constantly proving its value to leadership, and removing friction for users.
Webflow accelerates AI tool adoption using company-wide "Builder Days." This combines a top-down executive mandate (e.g., "no meetings without a prototype") with bottoms-up enablement, including tool access, support channels, and prizes. The goal is to move the entire organization up the adoption curve, not just early adopters.
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 avoid chaos in AI exploration, assign roles. Designate one person as the "pilot" to actively drive new tools for a set period. Others act as "passengers"—they are engaged and informed but follow the pilot's lead. This focuses team energy and prevents conflicting efforts.
Webflow drove weekly Cursor adoption from 0% to 30% in its design team after one 'builder day' where every participant was required to demo a project. This combination of hands-on practice, peer support from champions, and clear expectations creates rapid, tangible adoption of new AI tools.
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.
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.