The Phases of Organizational Transformation: From AI Fascination to Purpose
Organizational AI adoption moves from fascination to purpose. It starts with exploration, matures through alignment, and evolves into human-centered transformation led by values and intentionality.
In recent months, with the rise of artificial intelligence in our daily work routines, the challenge has grown deeper: How do we accompany this transformation from the perspective of culture and talent development?
Reflecting on this question and based on the processes I’ve observed and experienced around me, I identify three major phases in the journey toward a mature adoption of AI within organizations: Divergence, Convergence, and Human Transformation.
Phase of Divergence: The Initial Excitement
At first, everything feels like discovery: new tools, proofs of concept everywhere, fascination... and also fear. We hear talk of the “end of work” or, on the contrary, of limitless productivity.
In this stage, AI usage feels like a scattered lab, with no clear alignment to overarching goals or real business needs. Professional judgment is often sidelined in the rush to “try out tools.” The focus is on using, rather than on why we use.
Phase of Convergence: More Questions, Sharper Focus
Over time, concrete results begin to emerge. Some are positive, while others while others highlight concerns like: automation without context, loss of autonomy, disconnection between people and teams, or unnecessarily complex solutions.
In this phase, enthusiasm evolves into discernment. Organizations maturing on this journey start prioritizing purpose over novelty. The focus shifts from launching countless PoCs to building solutions that align with values and business strategy.
We begin asking: What truly makes sense to scale? Which tools add real value? Which practices need to be rethought? Success is no longer measured solely by efficiency but also by human impact.
Phase of Human Transformation: AI with Intention and Purpose
AI is no longer a trend, it becomes a strategic tool. People regain their role as active evaluators, able to decide when and how to use it. And from the People & Culture side, we embrace a vital role: to educate, guide, and humanize this adoption.
Because yes, we’ll keep talking about prompts and tools, but we must also talk about ethics, bias, dilemmas, and purpose. At this stage, work is redefined as a space for creation, connection, and humanity amplified by technology. The transformation is more cultural than technical, and it challenges every leader, every team, every area, every process.
The Transformation We Want
So this transformation with AI is not just about “adopting technology”, it’s about revisiting our cultures, our processes, and our definitions of success.
Let’s design an AI that creates sustainable value, that strengthens diverse teams, and that helps us build more innovative, equitable, agile, and human organizations.I truly believe it’s possible.
What phase do you think your organization is in? How are you navigating this shift from Culture or Talent?
I’d love to hear your experiences, doubts, or insights from those walking this path.
