AI in Workplace Strategy: Why Technology Alone Won’t Deliver Successful Change

In a world where AI seems to be at the forefront of every conversation, both internally and with clients, I was keen to understand how the market is embedding these technologies into our work. One of my most anticipated sessions at the Workplace Event in Birmingham last month was a discussion of how technology can advance traditional workplace consultancy.

The session covered a range of tools, from digital twins and 3D mapping of spaces to immersive walkthroughs that allow colleagues to explore a new environment before they move into it, with the aim of easing concerns and fostering engagement ahead of a change. It's a compelling pitch, and the technology on show was genuinely impressive.

However, I couldn't help but question how this would land with employees already navigating significant change fatigue. If the tech adds yet another platform to learn and yet another thing being done to them, one could argue that it has a negative effect on people's willingness to adapt.

When it comes to the specific challenge of helping colleagues along their change curve when moving to a new office, we risk missing the mark by leaning too heavily on tech.

The COM-B model

Coming from an economics and behavioural science background, I find the COM-B model a useful lens for showing where technology actually plays a part in enabling effective change.

We can use this to evaluate tools like immersive walkthroughs.

Effective at addressing:

• Primarily the opportunity element. They lower a physical and cognitive barrier to engaging with a space that doesn't yet exist for the user.

• Secondary effect on motivation by reducing anxiety, which is the implicit pitch.

Little effect on:

• Genuine capability (the skills and confidence to actually work differently in the new environment).

• The shift to deeper motivation that determines whether someone buys into the change at all.

What can we add?

AI and workplace tech are here to stay, and I'm genuinely excited by what they enable. I just can't help feeling we may be putting all our eggs in one basket.

For an activity such as moving to a new office, the considerable investment in these tools should be matched by initiatives directly addressing individuals' motivation:

• Clear leadership storytelling about why the move is happening.

• Manager-led conversations that surface concerns early.

• Tying the move to outcomes (commute, facilities, focus space and hybrid flexibility).

• Welcome packs.

• Launch events that engage automatic motivation through habit and emotion.

  
  

Equally, opportunity needs more than a virtual walkthrough. Consider adding:

• Change champion networks.

• Leadership modelling new behaviours.

• In-person site visits.

• Pre-move drop-ins.

• Clear wayfinding.

• Time carved out of diaries for orientation.

  
  

Ultimately, people have lives outside of work, and in a move, they will care most about how the change affects their home lives. Our role as workplace strategists is to give them a voice and ensure their input shapes both the design and the programme.

Technology offers an exciting opportunity to extend the work we do, and the question is no longer whether to invest in it, but what proportion of the change budget it should consume relative to the motivation and opportunity interventions that ultimately determine whether the move succeeds.