GO.FARM, a $1.3 billion agricultural investment firm with ~30 head office employees and ~170 regional team members, has ambitious growth targets.

Challenge: How does GO.FARM become a more sophisticated and efficient business as it grows?

Solution: Through a structured training program and ongoing team support, enable all workers with AI to drive productivity and value creation, guided by the Work Value Pyramid.

Outcome: Starting with very few users of GenAI at GO.FARM, the entire head office workforce now uses GenAI regularly, with over 50% being power users and growing. There has been an measurable increase in task sophistication using AI across functions, from basic prompting to advanced data analysis, research and support in decision-making. Custom GPTs built during training have been used hundreds of times for key processes from investment analysis to stakeholder communications, not only saving time but also increasing the quality of output.

Vida Glow is a rapidly growing ingestible beauty brand with 60 employees operating in several markets.

Challenge: How does Vida Glow leverage workforce AI training to achieve efficiencies in high-volume routine tasks while also driving continued AI integration into work tasks?

Solution: In working with the Head of P&C, Humanova developed two complementary metrics. Each employee regularly presents their AI experience using a structured format and each team presents one AI-enabled process enhancement each quarter. Both KPIs focus on concrete benefits like novelty, time saved and/or quality improved.

Outcome: These KPIs drive a mindset shift from exploring AI for work to being accountable for the outcomes of using AI at work.

Context. A major insurer had no program for the adoption of GenAI and sought support on how to integrate GenAI into their HR function (of 120 people) and on direction for organisation-wide rollout.

Approach. Dr Gallagher conducted a workforce readiness assessment of GenAI tools within the HR department combined with a strategic analysis. Engagement levels were consistently above 75% across workshops and surveys, providing valuable insights into current utilisation trends, tool adoption, operational maturity, and future intentions towards GenAI.

Impact. This engagement revealed there was strong intent to increase GenAI usage and identified the primary barriers in the way for adoption of GenAI, along with the practical guidance needed to overcome them. Dr Gallagher advised on how to stage the GenAI transformation of the HR function and then across the organisation, which is now being implemented.

Context. A major financial services company recognised the value of implementing GenAI across its workforce but was facing resistance from leaders.

Approach. Dr Gallagher was engaged to deliver a town hall to senior leaders on GenAI, discussing its potential, dispelling the myths and how to begin implementing GenAI across the workforce from a low-risk approach.

Impact. The town hall helped minimise GenAI decision risk by ensuring leaders had a common narrative and shared understanding of GenAI, its benefits and risks.

Context. After several mergers and adapting to the post pandemic world, a medium sized financial services company had different ways of working across geographically dispersed teams.

Approach. In world-leading work, Dr Gallagher provided the client the know-how of how to structure work and support leaders around the activities best done in the office and remotely, as well as how best to work synchronously and asynchronously. S

Impact. Supported by Dr Gallagher, the client developed a hybrid working charter, principles and practices that work alongside corporate values, that guide decision making at team level to suit diverse needs, without prescribing a one size fits all approach.

Context. A large government department reported an inconsistent understanding and capabilities of leaders to lead effectively in hybrid work.

Approach. Dr Gallagher was engaged to facilitate a program of ‘leading in hybrid’ training workshops for over 1,000 leaders and received overwhelmingly positive feedback (>80%). According to one workshop participant, “We need more sessions like this to build our leadership as we need to adapt to huge change.”

Impact. A majority indicated they had begun implementing actions and engagement scores across the department have improved. An education module for training in ‘visible leadership’ was developed out of this engagement.