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Why Organisations Fail with AI-and Others Don't: How organisations learn to build AI, govern it and realise value
Paperback
Business GeneralManagementGeneral Computers
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ISBN13: 9789090431727
Publisher: Fibonetiq
Pages: 198
Weight: 0.94
Height: 0.54 Width: 6.69 Depth: 9.45
Language: English
AI is everywhere. The value is not.
Organisations buy licences, launch pilots, build applications and train employees. Yet the hardest question often goes unanswered: what has demonstrably improved?
Why Organisations Fail with AI-and Others Don't explains why technology is rarely the real bottleneck. The real difference lies in an organisation's ability to build AI, govern it and realise value. A successful pilot is not yet a robust capability. Governance only matters when someone can actually intervene. And productivity only counts when work, capacity, customer value or earning power genuinely changes.
Michiel Krol connects strategy, technology, organisation design, leadership and governance with practical experience. He shows how seemingly sensible AI initiatives stall when technology advances faster than the organisation around it-and what leaders must organise differently to move from experimentation to sustainable results.
At the heart of the book are three board-level questions: Can we build it? Can we govern it? Can we realise value from it? These questions are developed through the AI Capability Framework, seven interconnected capability groups and ten recognisable capability paradoxes. Together they provide a practical lens for decisions about strategy, investment, people, risk, operating models and performance.
The book also examines the deeper organisational consequences of AI. What happens to professional development when AI takes over the tasks through which juniors traditionally learn? How do organisations preserve meaningful human oversight? When does outsourcing accelerate progress but weaken internal learning capability? How should leaders think about cybersecurity, supplier dependency, digital sovereignty and the EU AI Act? And what evidence should cause an earlier AI decision to be reconsidered?
Written for board members, executives and senior managers who must make decisions about AI without being AI specialists themselves-and for the professionals who advise them-this is not a tool guide, trend book or hype story. It is an accessible but intellectually substantial management book for leaders who want to connect technology, people, processes, governance and value as one coherent system.
The technology is already here. The difference will be made by the organisation that learns best what it needs to become.
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