PROBLEMS WE SOLVE

These are organizational patterns, not technology failures.

Find the one that sounds most like your situation. Each has a credible way forward, and none of them start with buying more technology.

“We've invested in the technology. Why aren't we seeing the results? Why does everything feel harder?”

OFTEN RAISED BY: CEO · COO · CFO

WHAT YOU'RE SEEING

Tools are deployed and usage is reported, but productivity, cost, or speed haven't moved. Some teams feel busier than before.

WHAT'S USUALLY UNDERNEATH

The outcome the investment was meant to produce was never made concrete, or the work itself was never redesigned around the new capability.

HOW WE'D APPROACH IT

Start from the business result you expected, trace what people would have to do differently to produce it, and find where that stopped happening.

“We have an AI strategy. The organization isn't adopting it.”

OFTEN RAISED BY: CIO · CTO · AI OR TRANSFORMATION LEAD

WHAT YOU'RE SEEING

Pilots succeed in isolation. Rollout stalls. Usage is uneven across teams and quietly drops after launch.

WHAT'S USUALLY UNDERNEATH

Unclear ownership and decision rights, managers who weren't equipped to lead the change, and workflows that still reward the old way of working.

HOW WE'D APPROACH IT

Identify what's preventing adoption, who owns which decisions, and what leaders, managers, and employees each need in order to change successfully.

“Leadership agrees we need to change. We don't agree on how, or on who owns it.”

OFTEN RAISED BY: CEO · COO · CHRO

WHAT YOU'RE SEEING

AI work is scattered across functions and vendors. Everyone is under pressure to "do AI," and no one has the authority to decide.

WHAT'S USUALLY UNDERNEATH

Leaders read the same priority differently, and their pictures of what's happening in the organization don't match.

HOW WE'D APPROACH IT

Surface where those pictures differ, make the trade-offs explicit, and put clear ownership and decision rights in place.

“People keep resisting the changes we're making, and we're not sure why.”

OFTEN RAISED BY: CHRO · HEAD OF PEOPLE · COO

WHAT YOU'RE SEEING

Teams comply publicly and work around the change privately. Strong performers leave. Different levels describe reality differently.

WHAT'S USUALLY UNDERNEATH

Resistance is information. People often see risks leaders don't, or are protecting knowledge and relationships the change puts at risk.

HOW WE'D APPROACH IT

Understand what people know, what they fear, and what they're protecting, then adjust the change so it works for the people doing the work.

“We trained everyone. Daily work hasn't changed.”

OFTEN RAISED BY: CHRO · CPO · L&D LEADERS

WHAT YOU'RE SEEING

Completion rates look good. Behavior on the job looks the same. People are fluent with the tools but unsure when to rely on them.

WHAT'S USUALLY UNDERNEATH

AI fluency isn't the same as organizational value. Roles, incentives, and judgment calls weren't redesigned, so the training had nowhere to land.

HOW WE'D APPROACH IT

Redesign the work so new skills have somewhere to go: who does what, what AI does, and where human judgment and review sit.

BEFORE THE MONEY IS SPENT

“Competitors are getting very different results from AI. Before we spend another dollar, we need to know our investment can pay off.”

OFTEN RAISED BY: CEO · BOARD · CFO

WHAT YOU'RE SEEING

Pressure to act, a range of vendor proposals, and no confident way to tell which bet the organization could actually make work.

WHAT'S USUALLY UNDERNEATH

The business problem hasn't been separated from the technology answer, and no one has asked what would have to be true organizationally for it to succeed.

HOW WE'D APPROACH IT

Define the problem worth solving, test whether AI is the right answer, and name what structure, roles, talent, and culture would have to support it.

WHEN 71 GETS INVOLVED

Before, during, or after the investment

71 doesn't only step in to fix what has stalled. The earlier we're involved, the less there is to fix.

Moment	The leader's question	What 71 helps with
Before	“Is AI the right answer, and could our organization make it work?”	The business problem, the outcome wanted, and what would have to be true in structure, roles, talent, workflow, and culture.
During	“Why isn't adoption happening?”	What's blocking adoption, which signals show whether it's happening, and what each level of the organization needs.
After	“Is this producing the result we intended?”	Reading whether the business result is appearing, and correcting course where it isn't.

WHO THIS IS FOR

The question each leader tends to bring

CEO

Are these investments going to produce a return the business can see?

CIO / CTO

Why isn't adoption following our deployment?

CHRO / HEAD OF PEOPLE

What will roles, skills, and managers need to look like?

COO / TRANSFORMATION LEAD

How do I get the organization to change, not just the tools?

Recognize your situation?

Tell us which one, in your own words. We'll tell you honestly whether 71 is the right fit.

Discuss your AI adoption challenge →Read how we work