In a recent LinkedIn post, Jason Averbook discusses a critical, often overlooked, barrier to successful Artificial Intelligence (AI) implementation within organizations: a lack of courage among leaders to fundamentally redesign work. Averbook argues that the primary obstacle is not the availability of advanced tools or a clear return on investment (ROI), but rather the hesitancy to reimagine workflows and job functions.
As Jason Averbook notes:
“Most organizations are not waiting on better tools and they are not waiting on clearer ROI. They are waiting on courage, specifically the courage to redesign work rather than just add AI on top of it.”
The Real Bottleneck: Work Design
Averbook challenges the common perception that AI adoption is stalled by technological limitations or unclear business benefits. Instead, he posits that the true impediment lies in a failure of work design. Many leaders, he explains, are treating AI as a standard software rollout, overlooking its potential to transform the very nature of work itself.
This perspective is supported by data Averbook cites. He references findings from Goldman Sachs indicating that employees whose workflows have AI embedded are reclaiming 40 to 60 minutes of their day. Furthermore, Gensler’s 2026 Global Workplace Survey, as highlighted by Averbook, reveals that these AI-integrated workers report increased collaboration, stronger team connections, and more time dedicated to learning compared to their peers not utilizing AI.
Beyond Productivity: Building More Human Workplaces
The implications of effective AI integration, according to Averbook, extend beyond mere productivity gains. Companies that successfully redesign their work processes around AI are not only becoming more efficient but are also fostering more human-centric work environments.
He elaborates on this point:
“The companies doing this right are not just more productive. They are building more human workplaces.”
Despite these potential benefits, Averbook points out the widespread inertia in the market, stating that a significant majority of companies, 81%, are still in a phase of experimentation rather than full integration.
The Decision Gap
Averbook emphasizes that the gap between companies effectively leveraging AI and those struggling is not technological. It is a direct consequence of leadership decisions, or the lack thereof. He frames the core issue as a fundamental question about the purpose of work and whom it serves, suggesting that AI should be viewed through this lens rather than as just another piece of software.
He concludes with a direct challenge to leaders:
“If your people are not saving time and feeling more connected because of AI yet, you are not behind on technology, you are behind on a decision. And that decision compounds every quarter you avoid it.”
In essence, Averbook’s analysis urges business leaders to confront their own courage levels and prioritize the strategic redesign of work to unlock the true potential of AI, moving beyond superficial technological adoption to create more effective and human workplaces.
📝 About This Content
This article is based on insights shared by Jason Averbook on LinkedIn.
📅 Originally posted on April 6, 2026 | View original post on LinkedIn →