In a recent LinkedIn post, Jeremy Bennett discusses the critical, often overlooked, human element in the successful adoption of Artificial Intelligence (AI) within companies. Bennett highlights that while many organizations have access to AI tools and are aware of their existence, the real hurdle lies not in technology, but in effectively managing the change process to ensure widespread, confident usage among employees. He emphasizes that this is fundamentally a change management problem.
The Core Challenge: Shifting from Awareness to Action
Bennett points out that the mere availability of AI does not guarantee its integration into daily workflows. The challenge, as he frames it, is to move employees from simply knowing about AI to actively and comfortably using it without constant prompting. This involves a multi-faceted approach to foster adoption.
According to Bennett, the process requires guiding individuals through distinct stages:
- Encouraging initial exploration of AI tools.
- Building confidence through early successes.
- Providing sufficient practice to enable independent use.
He likens this process to learning to ride a bicycle, where initial support eventually gives way to independent capability.
Introducing GPC: A Solution Focused on People
Bennett introduces GPC, a new venture launched by Ruben Hassid, which is designed to address these very adoption challenges. GPC aims to help companies develop a strategic roadmap for AI integration, focusing on identifying which employees could benefit from AI, where it can enhance their work, and who requires support to become proficient.
As Jeremy Bennett notes:
“Ruben believes adoption is the hard part. Companies already have access to AI. They already know the tools exist. But that doesn’t mean people actually use them.”
This distinction is crucial, Bennett explains, as it shifts the focus from technological capability to human behavior and organizational dynamics. The post emphasizes that GPC’s approach involves assessing a company’s current AI readiness and then crafting a tailored plan to facilitate adoption.
Distinguishing GPC’s Philosophy
A key aspect of GPC’s strategy, as highlighted by Bennett, is its underlying philosophy regarding AI’s role in the workplace. Contrary to fears of job displacement, the initiative prioritizes empowering employees.
Ruben stresses that the objective is not to replace workers but to augment their capabilities.
“And Ruben stressed something important. The goal isn’t to cut people’s jobs. It’s to help people do more with AI.”
This perspective positions AI as a collaborative tool that enhances productivity and job satisfaction rather than a disruptive force. Bennett also touches upon the different types of users within an organization, categorizing them as “clickers” (those who naturally explore new technology) and “non-clickers” (those who require more structured support and encouragement).
The post concludes by posing a question to the audience: “Do you think AI is easier to use than people think?” inviting further discussion on the perceived complexity of AI tools versus the reality of user adoption.
📝 About This Content
This article is based on insights shared by Jeremy Bennett on LinkedIn.
📅 Originally posted on October 2, 2026 | View original post on LinkedIn →