How Organizational Culture Shapes AI Adoption and Success: Q&A with Jessica Kriegel of Culture Partners

One of the things I heard you say is that culture is how people think and act to get results. I would love to hear more about that definition. Specifically, when you’re thinking about organizations bringing in AI, how does that definition of culture interact with the concept of bringing AI into an enterprise organization?

JK: It’s the intersection between culture—how people think and act to get results—and having a successful AI implementation in an organization.

There are three different elements of an organization: 1) your mission statement, or why you exist and your purpose, 2) your strategy, or how you’re going to accomplish your mission, and 3) your culture, or how your people think and act. These three elements are the bedrock of successful activation of any initiative or program. Companies driving results and winning out there are those that have alignment between purpose, strategy, and culture.

AI is a strategy—a choice you’re making to invest in this tactic to accomplish a goal. The only way for your strategy and culture to stay aligned is to bring people along for the ride. Changing a strategy is as simple as someone in charge saying, “We’re going to do this now.” But the harder work is getting the culture to align. That requires influencing the hearts and minds of employees.

Most leaders miss the mark by focusing solely on the strategic choice to invest in AI, without addressing the beliefs that drive employee actions. Beliefs are shaped by experiences, so leaders need to create experiences that help employees believe adopting AI is in their best interest and aligns with company goals. You can’t just present a PowerPoint and expect alignment—you need consistent, deliberate efforts over time to influence beliefs. 

So, at the highest level, it’s figuring out that you can’t just get stuck on actions and tactics and telling people, “Now we’re going to do this.” You have to get them on board with it, which is a belief exercise.

You work across many organizations, so what are the cultures like in organizations that have the most success with their AI transformation?

JK: I’ve seen different cultures work for the same AI strategy, which is interesting. There isn’t one specific type of culture that guarantees success. People tend to prefer cultures that align with their own biases, but what’s important is ensuring culture aligns with strategy and purpose.

We did research with Stanford on 30 years of culture data from clients and identified eight culture types, among them collaborative, results-oriented, transparency, adaptable, and integrity-focused. Of all these, adaptable culture was the only one significantly correlated with driving more revenue growth. It’s not about having a single culture type but being able to adapt as strategy evolves. Stagnation—sticking to one culture—is the worst-case scenario. Adaptability is key.

How do belief exercises help align employees with an AI-compatible culture?

JK: All of our beliefs come from experiences, and so you have to create the right experiences for your employees so that they will believe that this AI adoption is in their best interest and the company’s best interest. Most people will say, “OK, we want to streamline operations, so we’re going to invest in AI.” But in order for people’s hearts and minds to come along for the ride, you have to get their beliefs to align with that action. 

Does adaptability mean toggling seamlessly between other types of cultures, or is it being one type at a time depending on the strategy?

JK: It’s about shifting the culture to align with new strategies as they emerge. Strategy can change all the time—new technologies, products, or markets. Adapting the culture to match the strategy is critical. Different cultures work for different strategies, and what works for one company might not work for another.

Why is adaptability so critical to success?

JK: Of all eight culture dimensions that we studied, there was only one that was significantly correlated with driving more revenue growth than the rest, and it was an adaptable culture. Adaptability doesn’t mean chaos or constant reinvention. It is being able to shift the culture, which is the way people think and act, to align to the new strategy as new strategies emerge. 

Organizations stuck in outdated cultural norms—such as those resisting AI—are at a clear disadvantage in today’s rapidly changing landscape. Getting stuck in one type of culture is the worst-case scenario, no matter what kind of culture it is. Adaptability is key because strategy can shift quickly and frequently, whether it’s a new product, market, or technology. Being able to shift the culture to align with the new strategy is critical for success.

How long does it take to change a culture? 

JK: It depends. The less time it takes, the more adaptable the organization is. Smaller companies can shift culture quickly, sometimes in a week. This happens when there’s a major event, like a leadership change or a transformational experience. 

For example, we worked with a dysfunctional company where executives were constantly fighting. During a two-day retreat, we used belief-based exercises to align the team. They held a “bury the hatchet” ceremony, symbolizing a new beginning for the organization. This direct approach led to a profound shift almost overnight.

Do you think this age of AI will force every company to become adaptable?

JK: Yes, it’s adapt or die. AI will profoundly impact not just business but how we think about reality. Small, innovative AI companies will disrupt industries, making adaptability essential for survival.

What beliefs do organizations need to foster an adaptable culture?

JK: There’s no fixed set of beliefs for adaptability—it’s context-specific. Organizations need to evaluate what beliefs align with their unique strategies and engage employees in defining and embodying those beliefs. However, universally, employees must take accountability for their culture and focus on what they can control.

Middle managers seem particularly vulnerable in this transition. What should they do to stay indispensable?

JK: I am placing a bet that AI is going to completely transform the world and that I better get on board with it. Middle managers should be getting upskilled and educated on AI—how they can use it, how it can solve problems as quickly as possible—and they need to become champions of change. Those who embrace AI and use it to solve problems will become indispensable. It’s about staying ahead of the curve and leading the adoption of new technologies within their organizations.

You mentioned discernment as a critical skill in the age of AI. Could you expand on that?

JK: Discernment is about making informed judgment calls—understanding themes, trends, and where to focus energy to remain relevant. It’s taking accountability and controlling what you can influence.

How does your framework for culture intersect with employees’ knowledge of how work actually gets done?

JK: The best way to implement change is to start with employees who are already excited about it. Let them lead pilots and share their success stories. This creates a pull strategy for change management, where others want to join in. It’s more effective than top-down communication plans.

One of the workplace trends you’re tracking for 2025 is CEOs deciding how far AI should go. Can you elaborate?

JK: CEOs must balance strategy and culture. They need to assess their organization’s adaptability and decide how quickly to implement AI. The challenge lies in aligning strategy with what the culture can absorb to ensure sustainable growth.

Are you seeing a lot of demand for AI-compatible culture work?

JK: Yes, it’s growing exponentially. Organizations are realizing that digital transformation won’t succeed without addressing cultural alignment. This has opened up a whole new line of business for us.

Key Takeaways: Relevance to AI Adoption

My conversation with Kriegel highlights how crucial cultural alignment is for AI adoption. It also sheds light on the significant role adaptability plays in achieving business results.

1. Culture as an Amplifier: Organizational culture serves as a powerful amplifier for purpose and strategy. This principle is crucial for successful AI adoption, as a strong and aligned culture enhances the implementation and acceptance of AI technologies.

2. Alignment Drives Results: Within an organization, alignment on purpose, strategy, and culture is associated with revenue growth. This highlights the significant impact cultural alignment can have on the success of AI initiatives.

3. The Importance of Adaptable Cultures: Adaptability outperforms other cultural dimensions in fostering alignment and achieving business outcomes. This trait is particularly vital for AI adoption, as organizations must remain flexible and open to embracing technological change.

4. Cultural Values Shape AI Attitudes: Cultural values such as individualism, egalitarianism, risk aversion, and techno-skepticism play a critical role in shaping organizational attitudes toward AI. These values, embedded within broader cultural dimensions, influence the pace and effectiveness of AI adoption.

5. Culture as a Strategic Asset for AI Transformation: The study underscores that aligning culture with purpose and strategy is not just a driver of revenue growth but also a foundational element for navigating the complexities of AI transformation successfully.