"My "aha" moment about how to use artificial intelligence effectively came from an engineering group that built an operating model for experimenting with AI. They didn't "pilot" AI once and move on-they built lightweight checklists and safety rails so teams could try, learn, and scale, week after week. Some guidance was deeply technical, but the lesson was universal: Make continuous experimentation part of how the team works. Not a side project. That's the job in front of every leader now."
"AI is changing work at two levels at once: Individuals' capabilities are being augmented, and teams are collaborating differently. The best results don't come from isolated power users. They come when managers redesign how the whole team gets work done together. In practice, that means every manager becomes the team's "chief experimentation officer." Because the technology will keep improving-and the way it's embedded into processes will keep changing."
An engineering group built an operating model that let teams experiment with AI continuously using lightweight checklists and safety rails so teams could try, learn, and scale week after week. Guidance included technical details, but the central lesson was to make continuous experimentation part of how the team works rather than a side project. AI is changing work at both individual capability and team collaboration levels. The best outcomes arise when managers redesign how the team gets work done, not from isolated power users. Every manager should act as the team's chief experimentation officer as technology and embedding practices keep changing. Managers should focus on new KPIs and can avoid reorganizations.
Read at Fast Company
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