AI is rarely a tool problem. It’s an organization problem.

Most companies bolt AI onto an organization built for manual work. In two to three weeks, I find what is really holding it back — structure, roles and decisions — and show you what to fix first.

Sissi Wang · 16 years leading People functions at IBM, Novartis and Siemens

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01 The problem

The tools are in. The gains haven’t shown up.

Most AI budgets go to tools and data. But the value sits in how people and work are organized around them — the part most companies leave untouched, and most engagement surveys and tech audits treat as one module, if at all.

70%

of the value of AI comes from people and processes. Only 10% comes from the algorithms.

BCG, the 10-20-70 rule

02 The gap

Leaders see one organization. Teams live in another.

Sample data · from our sample report (240-person company) · not a benchmark

Leaders’ estimate

→

Teams’ survey

Constrained · below 50Mixed · 50–69High capacity · 70+

The leadership team rated their AI readiness 74. The people doing the work put it at 41. Decisions made from the top-floor view solve the wrong problem — and the next hire inherits it.

Read the full sample report →

03 Who does the work

Sissi Wang

I’ve spent 16 years inside the organizations that shaped industries — redesigning how people work at IBM, scaling leadership across 14 countries at Novartis, and guiding Siemens through transformation across 7 regions. At Novartis and IBM I ran organization diagnostics and change-readiness assessments for large digital transformations — the same method, now focused on AI and sized for companies of 20–300 people. Today I build AI-native products myself, so I know what breaks when AI is bolted on, and what it takes to build it in.

“Every interview, focus group and readout is led by me — not a junior team.”

CPO-levelPeople leadership in Fortune 500 companies

16 yearsIBM · Novartis · Siemens

AI-nativeA founder who builds with AI daily

Connect on LinkedIn →

04 What I look at

Five places where capability gets stuck.

UPS™, the Unleashing Potential Score, is how I organize what I find: five places where your people’s capability — and the AI tools they have — gets stuck before it turns into performance.

01Perception

Can people see opportunities beyond their role?

02Permission

Can they act on what they see, or does everything escalate?

03Activation

Are your best people on your highest-value work?

04Amplification

Does what one team learns spread, or stay siloed?

05Sustainability

Is performance repeatable without burnout?

How UPS™ works →

05 The diagnostic

A defined project with a clear end.

You learn where leaders and teams see readiness differently, which constraint is blocking value, and what to do first — with owners.

Duration2–3 weeks

Company size20–300 people

FormatFully remote

InvestmentFrom $7,500

Book a 30-minute conversation See the full method →

Week 0
Set up
A 60-minute kickoff with the CEO. We agree goals and who takes part.
Week 1
Listen
A leadership survey, a 15-minute anonymous team survey and confidential interviews across levels.
Week 2
Test
Focus groups test early patterns. I score the five constraints by team and level.
Week 3
Decide
A 90-minute readout: your score, the gaps, a 30/60/90 plan with owners, and a brief for the next leader to hire.

What would your organization’s score be?

Thirty minutes to talk through where AI is stalling in your organization — and whether the diagnostic is the right next step.

Book a 30-minute conversation Get the 10-question UPS self-check

Confidential · no obligation