The potential for generative AI to revolutionise business operations remains vast – but only if organisations address the underlying issues and build cohesive strategies. Image: Stabledifusion.com.
Dan Schawbel says generative AI has the power to transform the workplace — but in the process can create friction and division between teams and individual employees.
The rise of generative AI has sparked both excitement and division, transforming the workplace in unprecedented ways.
As organisations race to harness the potential of AI-driven tools, many are finding the road to adoption is far from smooth.
Power struggles, poor returns on investment, and a lack of alignment between teams have created significant friction, raising critical questions on how to move forward.
This tension is not without consequence. Workplace Intelligence’s 2025 Generative AI Adoption in the Enterprise report highlights the deep divisions emerging within organisations.
Despite these obstacles, the potential for AI to revolutionise business operations remains vast – but only if organisations address the underlying issues and build cohesive strategies.
At the heart of this transformation lies a fundamental need for alignment, investment, and collaboration. By exploring the obstacles and opportunities associated with generative AI adoption, organisations can lay the groundwork for a more harmonious and productive future.
One of the most prominent challenges organisations face in adopting generative AI is the internal power struggles between different teams and sections.
According to Workplace Intelligence’s study, 68 per cent of executives reported tension between IT teams and other areas.
This lack of alignment often results in siloed development efforts, where AI applications are created without input from all stakeholders, leading to fragmented and underperforming tools.
The disconnect extends beyond team battles. An alarming 63 per cent of senior leaders noted friction between executives and employees, driven by differing perspectives on AI’s role and implementation.
This division threatens to undermine the collaborative spirit essential for successful AI adoption, turning what should be a unifying technology into a source of conflict.
Addressing these issues requires not only strategic alignment but also a commitment to fostering open dialogue and ensuring all voices are heard in the development and deployment of AI solutions.
Despite the significant financial commitments many organisations have made towards AI, the return on investment has often fallen short of expectations.
The challenge of achieving meaningful returns on investment underscores the importance of selecting the right AI vendors and developing a cohesive strategy for tool implementation. Without these elements, organisations risk continued underperformance and employee disengagement.
Some organisations are also having to contend with growing resistance from their workforce. The report found that 31 per cent of employees – including 41 per cent of Gen Z workers – admitted to sabotaging their organisation’s AI strategy, either by refusing to use AI tools or rejecting AI-generated outputs.
This backlash often stems from fears about job displacement, mistrust in AI’s capabilities, and dissatisfaction with the tools available.
Addressing these concerns requires more than just technological solutions; it calls for transparent communication, robust training programs, and efforts to demonstrate the value of AI in enhancing, rather than replacing, human work.
The report identifies strategies for improving AI adoption, one being the appointment of AI champions – employees who embrace AI and drive its adoption.
Another critical element is the development of a comprehensive, organisation-wide AI strategy.
Employers with formal AI plans reported an 80 per cent success rate in implementation, compared with just 37 per cent who had no strategies.
Investing in the right tools and partnerships also plays a crucial role, with AI vendors helping to shape their clients’ AI vision.
The adoption of generative AI presents both immense opportunities and formidable challenges for enterprises.
While the technology’s potential to drive innovation and efficiency is undeniable, the journey to successful implementation requires careful navigation of internal dynamics, investment decisions, and employee engagement.
With thoughtful planning and committed execution, the promise of AI-driven growth and innovation can become a reality.
Dan Schawbel is a bestselling author and managing partner of Workplace Intelligence, a research and advisory firm helping HR adapt to trends, drive performance and prepare for the future. This article is part of his Workplace Intelligence Weekly series.
