By Johannes Sundlo, AI & Future of Work Advisor. I help leaders and HR teams turn AI into adoption that sticks, through keynotes, workshops and change programs.
Most organisations don’t have an AI problem. They have an adoption problem. The tools work, the pilots look promising, and then nothing changes in how people do their jobs. This is the practical guide to closing that gap: what real adoption means, why it stalls, and the conditions that make AI stick.
What “AI adoption” means
Adoption isn’t licences purchased or pilots launched. It is a measurable change in how everyday work gets done: people reaching for AI on their own because it makes the work better. Access is easy to buy. Adoption has to be earned, and it’s the only part that creates value.
Varför de flesta AI-initiativ går i stå
- Den är påsatt, inte inbyggd. AI finns i ett separat verktyg som folk glömmer att öppna, istället för att vara integrerad i det arbetsflöde de redan använder.
- Ingen snabb, synlig framgång. En 12-månaders omvandling där det inte finns något att visa upp under den första månaden gör att man tappar publikens intresse.
- Rädslan förblir obehandlad. Människor oroar sig i det tysta för att AI ska ersätta dem, och därför vågar de inte satsa helhjärtat.
- Det betraktas som IT-avdelningens uppgift. Införandet är en utmaning inom förändringsledarskap som klätt sig i en teknisk förklädnad.
Modellen ”Adoption that Sticks”
Across keynotes and change programs with organisations of every size, the same five conditions show up wherever AI takes hold. Miss one and adoption stalls.
Denna klyfta är inte unik för något enskilt företag. Gallup konstaterar att över hälften av de anställda i USA numera använder AI i arbetet, medan Randstad rapporterar att endast 13 % av arbetstagarna har erbjudits någon form av AI-utbildning. Verktygen sprids snabbare än förmågan att använda dem, och det är just denna klyfta som införandearbetet syftar till att överbrygga.
- A painful, specific starting point. Begin with one repeated, low-risk task people already dislike, not a strategy.
- Integrerat i arbetsflödet. AI-steget ingår i den mall, checklista eller det dokument som användarna redan använder.
- Human in the loop. AI drafts, a person decides, so people trust the output and own the result.
- Synliga lokala bevis. ”Förut tog det 40 minuter, nu 8.” Konkreta framgångar sprider sig snabbare än något påbud.
- Ledare som går i bräschen. När ledare öppet använder AI får alla andra också tillåtelse att göra det.
Where to start, by role
Adoption ser olika ut beroende på vem man är. Två praktiska guider går på djupet med respektive ämne:
- HR-avdelningar: läs ”AI för HR: en praktisk guide till en hållbar implementering”.
- Ledare och chefer: se ”AI för ledare: en praktisk guide till hur man främjar införandet”.
- Rekrytering och kompetens: se ”AI inom rekrytering: en praktisk guide”.
Hur man mäter AI-adoption
Följ tre indikatorer, inte ytliga mått: bredd (hur många team som använder AI i det dagliga arbetet utan att ha fått order om det), djup (gäller det meningsfulla uppgifter, inte bara leksaker?) och drivkraft (uppstår nya användningsfall av sig själva?). När alla tre visar en uppåtgående trend har ni gått från pilotprojekt till en etablerad kultur.
AI change management: a five-phase framework
What is AI change management? AI change management is the work of getting people to use AI in their daily tasks after the tools are bought. The framework I use has five phases. Readiness: map where AI already shows up, which tasks people dislike, and what they fear. Leaders first: executives use AI visibly on their own work for four weeks before any rollout. Role-based enablement: one hour of foundations plus one real task per team, instead of generic training. Guardrails: a one-page policy that says which data never goes in, who checks the output, and which tools are approved. Measurement: breadth, depth and momentum, reviewed every quarter. The framework overlaps with Prosci’s ADKAR model but starts with leadership behaviour rather than awareness campaigns. In the 2025 State of AI in HR survey, 81% of Swedish HR professionals had access to generative AI and 33% had training, so the plan starts where the gap is.
| Phase | What happens | Owner | Signal it worked |
|---|---|---|---|
| 1. Readiness | Inventory of current AI use, three painful tasks per team, a short fear survey | HR with one executive sponsor | A shortlist of tasks people want help with |
| 2. Leaders first | Executives use AI on their own week and show it, for four weeks | CEO and leadership team | Every leader can name what they used AI for last week |
| 3. Role-based enablement | One hour of foundations, one real task per team, prompts saved and named | Team leads with HR | Each team has three named prompts in use |
| 4. Guardrails | One-page policy: data that never goes in, who signs off, approved tools | HR, IT and legal | The “can I paste this?” questions stop |
| 5. Measurement | Breadth, depth and momentum reviewed every quarter | Executive sponsor | New use cases appear without being asked for |
How this differs from ADKAR
ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement) is Prosci’s general change model, and it works for AI with one adjustment. Awareness is no longer the problem, since most employees already know AI exists and many use it quietly. Desire and Ability are the gaps, and both move fastest when leaders use the tools in the open and teams practise on a real task. That is why the framework above puts leaders first and training third. If you want the phases run with your leadership team, that is what the executive AI workshops and change programs are for.
Vanliga frågor om AI-adoption
Varför misslyckas de flesta AI-piloter?
Most AI pilots fail because they run as isolated side-projects, disconnected from the work people do every day. A pilot proves a tool works in a demo; adoption means changing habits, which is a harder job. Three patterns kill them: no early, visible win in the first month; no owner with the time and mandate to carry it; and no behaviour change from leaders. In a 2025 survey of 461 Swedish HR professionals, 81% had access to generative AI, yet only 25% used AI agents and 33% had any formal training, so the bottleneck was enablement. Pilots that succeed start with one painful, repeated task, build the AI step into an existing workflow, keep a human in the loop, and make the result visible so it spreads on its own. See the full State of AI in HR data.
Hur lång tid tar det att ta en ” AI-adoption ”?
Expect meaningful change in a quarter, not a week. Lasting AI adoption is a behaviour shift, and behaviour shifts take a few months of deliberate effort, not a single workshop or a big-bang launch. A practical 90-day cadence works best: in the first month, leaders experiment openly and set simple guardrails; in the second, back two or three real pilots with protected time; in the third, build AI into onboarding, templates and how work gets reviewed so it becomes the default. Speed matters on learning, patience matters on scale. The organisations stuck after a year are usually the ones that either rolled out everything at once or analysed endlessly without shipping anything. Momentum compounds: each visible win makes the next team more willing to try. For year-over-year benchmarks on where Swedish HR teams are, see the State of AI in HR data.
Vem ansvarar för ” AI-adoption ” inom en organisation?
AI adoption is shared, but it has to be led. Leaders set the direction, remove friction, and model the behaviour by using AI in their own week; teams own the specific workflows where it lives. It is not “IT’s project”. The moment AI becomes one department’s side-task, it stays in a corner and never reaches daily work. Ownership is still unsettled. In 2025 only 3% of HR professionals saw AI primarily as an HR question, down from 6% the year before, while 39% called it an IT question. So the function best placed to drive people-and-change adoption is the least likely to be leading it, which is both the gap and the opportunity for HR. The fix is a leader who goes first, a clear owner per workflow, and visible local proof. More in the State of AI in HR data.
What is the best way to implement AI change management in an organisation?
Start with leaders. Run a four-week period where the leadership team uses AI on their own work and talks about it. In parallel, pick three painful, repeated tasks per team and give each team one hour of foundations and one hands-on session on a task. Publish a one-page policy the same month. Measure breadth, depth and momentum after 90 days. Organisations that start with a company-wide training program or a tool rollout usually see high initial logins and low use after two months, because nothing changed in the daily workflow.
Make AI adoption happen
Huvudföreläsningar som får publiken att förstå AI och workshops som gör det till vanor som ditt team kan tillämpa redan samma vecka. Låt oss hitta rätt format.
Pilotprojekt kontra införande: vad är skillnaden?
| En pilot | Verklig adoption | |
|---|---|---|
| Mål | Bevisa att verktyget fungerar | Förändra sättet att arbeta på |
| Tillämpningsområde | Ett team, med tidsbegränsning | Spreadar i sig |
| När det är över | Ofta är det ingen som äger det | Integrerat i de dagliga arbetsflödena |
| Nyckelsignal | ”Det fungerade i demoversionen” | Användes utan att man blivit uppmanad till det |
| Typiskt resultat | Dör tyst | Blir standardinställning |
De fem villkoren i korthet
The data: see State of AI in HR: Sweden 2024 to 2025, original survey data on the AI adoption gap.
