We have several high-performing, long-term employees who refuse to adopt the new AI tools we have deployed, arguing that their old manual methods work just fine. How do we use the GWC™ filter to address this bottleneck before it stalls our scaling strategy?

Question

Tyler Smith · Accepted Answer

This is a common people issue that can quietly sabotage your growth. As Erik Brynjolfsson and Andrew McAfee point out, the true economic benefits of AI are only realized when organizations redesign their workflows and processes around the new technology. If legacy employees refuse to adapt, they limit your operating leverage and hold back your entire team.

To address this issue, look at the Accountability Chart and apply the GWC™ filter: Get It, Want It, Capacity to Do It.

First, evaluate if they truly get the new reality of their role. Do they understand why AI adoption is necessary for the company to remain competitive and increase value for an eventual exit?

Second, do they want to work in an AI-augmented environment? If they prefer manual execution because it feels safe, they may no longer want the evolving seat.

Third, do they have the capacity? In the AI era, capacity is not just about physical hours. It is about the mental capacity to learn new digital tools and shift from doing manual tasks to directing automated workflows.

If an employee GWCs their seat but simply lacks training, provide them with a clear, time-bound development plan. However, if they lack the want or the capacity to adapt, you have a Right Person in the Wrong Seat. You must have the courage to make a change. Keeping them in the seat out of loyalty will ultimately hurt your company culture and stall your strategy.