the Misreading: Artificial intelligence, people, and architecture of work

Seven in ten organisations are using it. Nine in ten cannot find it. Organisations have bought artificial intelligence in vast numbers and can find almost no trace of it in their results. The reason is not the technology. It is that nobody changed the architecture of the work to receive it. The Misreading is written from inside the people function, drawing on thirteen years of building HR structures across oil and gas, aviation, blockchain and fintech, and asset and property management, often in organisations that had no HR at all. It examines where AI has actually landed, including the industries everyone assumes it has not reached; why judgment is now demanded of people whose training ground has been removed; and what an organisation has to build before any of it can work. Inside the book: - Why "we rolled out AI" and "our people work differently" are unrelated sentences, and what connects them - The ladder: why the same tool serves a different purpose at each stage of a career - Where AI is really arriving in so-called blue-collar industries, and why it reaches the office before the site - What to automate in HR, and the four things a people function should never hand over - Why grading, job families and defined roles are the foundation every technology depends on - Why the middle of an organisation is not decoration, but the mechanism >Every figure is traced to its source. Several were removed because they could not be. For HR leaders, organisation and people specialists, and executives who have invested in AI and are still waiting for the result.