Ask employees how they feel about AI, and you’ll hear a range of responses: optimism, enthusiasm, uncertainty, and anxiety. Many of the employees I speak with are genuinely excited about AI’s potential to accelerate their work and their careers. Others are concerned about what it could mean for their roles and their identity. Still others sit somewhere in between — curious but cautious.
None of this is surprising. We are on the cusp of something entirely new. Over the next few years, AI will reshape how we work and what it means to contribute. At the company level, AI presents a once-in-a-generation opportunity to redefine customer value and drive true market differentiation. But those results won’t happen automatically.
Organizations realize AI’s potential only when employees feel confident, capable, and ready to use it. That makes AI readiness as much a cultural shift as a technological one. Getting that shift right ultimately determines whether transformation accelerates or stalls.
AI Readiness Requires Change Management
Most organizations recognize AI’s transformative potential, and many have moved quickly to make tools available. But far fewer provide the support employees need to use those tools effectively. Forrester’s latest State Of AI Survey found that just half of organizations offer AI training for nontechnical employees. Too often, people are left to figure it out on their own, which can lead to frustration, hesitation, and resistance.
Harnessing AI’s potential takes deliberate and sustained change management. Training on tools is necessary, but it’s not enough. Employees need confidence to use AI effectively and the clarity to understand where it fits into their work. They ultimately need to see it as a coworker that augments what they do — not something that replaces them.
Leaders play a critical role in setting these conditions. HR and technology leaders must work in lockstep from the start, with HR shaping the human side of the transition rather than reacting to it later. That is what allows trust to take hold.
Building An AI‑Ready Culture
At Forrester, we recently launched a comprehensive “AIQ” learning program to build this foundation. AIQ (the artificial intelligence quotient) refers to the readiness to adapt to, collaborate with, and generate business results from AI. This is something we advise our clients on, including through a readiness course for client organizations. It’s equally important that we build and strengthen it within our own company.
The program is not a check‑the‑box effort. It’s geared toward building confidence, practical skills, and real-world application. Employees are given space to experiment, permission to fail fast, and opportunities to learn from one another. The program blends live sessions with self-paced learning, supported by community sharing and AI champions embedded within each function. Importantly, it meets employees where they are. Not everyone starts from the same level of familiarity or comfort with AI, and the learning journey reflects that.
The response has been encouraging. Within the first two weeks, we saw more than 1,000 sign-ups for the live sessions, showing a real appetite for this learning. In our online community, people regularly share successes, failures, and takeaway lessons. What stands out is that these insights aren’t coming from a small group of experts — they’re coming from across the organization as people learn together.
How will we gauge success? Already, AI is becoming more embedded into everyday workflows, not treated as something separate. Over time, we expect to hear employees bringing it into problem-solving conversations more often, pointing to where AI saves time, improves outcomes, and creates space to focus on higher‑value work. That shift from uncertainty to confidence — from anxiety to agency — is what ultimately matters.
Anchor Readiness In Company Values
In times of accelerated change, company values become even more important. They provide stability and direction — and they can serve as a foundation for AI learning. At Forrester, values such as curiosity and collaboration have been powerful enablers of AI adoption. Curiosity encourages experimentation. Collaboration reinforces that AI extends how teams work together but doesn’t replace it. And our focus on the client keeps us grounded in the purpose of this work, which is to serve customers better.
Values also guide how AI is used. Principles like quality, integrity, and ethical judgment must remain central, regardless of how work is augmented. That includes developing the right level of trust in AI. Employees should not underestimate how much AI can help, but they also need to avoid overtrusting its outputs. AI is a powerful tool, but it is not infallible. Human judgment remains essential, especially in decisions that carry risk, nuance, or ethical implications.
AI Readiness Is Ongoing Work
Many chief human resources officers I speak with are navigating this same shift. It is not easy. For many, this may be one of the most significant leadership challenges of their careers. From my own experience working with employees, drawing on our research, and shaping Forrester’s approach, a few principles stand out.
First, start with yourself. Build your own understanding of AI and work through your own hesitation. Credibility comes from experience, and credibility builds trust. Second, listen before you launch. Create space for honest feedback and address concerns directly. Finally, recognize that this work is ongoing. AI readiness does not have a fixed end date. It is a continuous effort to evolve how people work, learn, and create value as the technology itself evolves.
The organizations that succeed will be those that invest as much in their people as they do in their technology — and ensure that their workforce is ready to unlock what AI can truly deliver.
If you’re already a Forrester client or thinking about becoming one, learn more about how your organization can access our AI Essentials course.
