Middle Managers Will Make or Break AI Adoption
Argues the common failure point in generative AI deployment is neither strategy nor tooling but the manager layer that has to convert executive ambition into daily behaviour. Even where leadership has funded, selected and mandated AI use, managers determine whether it becomes embedded practice, a marginal experiment, a compliance chore, or quietly abandoned. Draws on McKinsey work on managers as the unlock for generative AI, and sets out five manager archetypes.
Relocates the pilot-to-production bottleneck to the manager layer: an AI rollout that funds licences and mandates without equipping managers is buying tooling and leaving adoption to chance. Commentary rather than primary research.
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