The primary barrier to enterprise AI adoption isn't the technology, but the workforce's inability to use it. The tech has far outpaced user capability. Leaders should spend 90% of their AI budget on educating employees on core skills, like prompting, to unlock its full potential.

Instead of relying solely on top-down, consultant-led workflow automation, enterprises should empower individual employees with AI tools. This builds user fluency and intuition, allowing them to pull AI into their own workflows, resulting in greater overall impact and less disempowerment.

AI is a 'hands-on revolution,' not a technological shift like the cloud that can be delegated to an IT department. To lead effectively, executives (including non-technical ones) must personally use AI tools. This direct experience is essential for understanding AI's potential and guiding teams through transformation.

AI curiosity involves individuals testing tools in isolation. AI fluency is a collective capability where teams share a common language, integrated workflows, and a foundational understanding of how AI drives strategy. This fluency is built through consistent, shared learning and processes.

True AI adoption requires more than technical know-how. Salesforce's internal training mandates proficiency in Agent skills (AI literacy), Human skills (adaptability, EQ), and Business skills (problem-solving, storytelling), recognizing that technology is only one part of the transformation.

To ensure AI adoption is a core competency, formally integrate it into your team's operating system. Webflow is redoing its career ladder to make AI fluency a requirement for advancement, expecting team members not just to use tools but to lead, own, and push the boundaries of AI in their work.

For large, traditional companies, the most critical first step in AI adoption isn't building tools, but fostering deep understanding. Provide teams sandboxed access to AI models and company data, allowing them to build intuition about capabilities before crafting strategy.

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.

A successful AI transformation isn't just about providing tools. It requires a dual approach: senior leadership must clearly communicate that AI adoption is a strategic priority, while simultaneously empowering individual employees with the tools and autonomy to innovate and transform their own workflows.