Most organisations treat AI adoption as a technology problem. It's a culture problem.

The pressure to adopt AI as quickly as possible leads to a critical disconnect. C-suite enthusiasm meets frontline overwhelm, with middle management caught between competing demands. The root cause is treating AI as technology deployment rather than organisational learning.

The hidden failure point isn't resistance to change—it's organisational silence. People don't disclose when AI makes errors, don't ask questions that reveal knowledge gaps, don't share failed experiments. Without psychological safety, even the best technology strategy fails at implementation.

About Jonas

My work synthesises cutting-edge research on technology adoption, organisational learning, and human-AI interaction with two decades of practical experience.

Currently completing MSc in Organisational Psychology at Birkbeck, University of London, where my dissertation research explored how knowledge workers experience AI's transformation of their work—revealing four distinct relationship patterns that determine whether AI empowers or undermines capability.

This research connects emerging findings on progressive encapsulation, cognitive offloading effects, and organisational silence to create a framework for sustainable AI adoption that builds on decades of research into how organisations actually learn and change. Prior experience includes 20+ years in technology roles—from early-stage companies through Fortune 500 enterprise transformations—and independent consulting focused on digital transformation and organisational capability development.

Current focus: Helping organisations move from pilot projects to scaled AI adoption by addressing the human and organisational factors that traditional technology consultancies miss.