{"type":"rich","version":"1.0","provider_name":"Transistor","provider_url":"https://transistor.fm","author_name":"ADAPT Insider","title":"Why most AI pilots fail after the demo, according to an ASX 30 transformation leader","html":"","width":"100%","height":180,"duration":3604,"description":"The pilot can make enterprise AI look further along than it really is.\nOnce systems hit live workflows, organisations start dealing with messier user behaviour, weaker ownership, and economics that no longer match the original case.\nIn a conversation with Anthony Saba, Partner & Managing Director, Transformation Services at ADAPT, Vijayan Seenisamy, Transformation Lead at an ASX 30 enterprise, argues that these failures are rarely about the model itself.\nThey come from trying to scale AI inside operating structures that were built for a different kind of technology.\n \n\nKey takeaways:\nAI pilots break down when production exposes weak ownership, messy workflows, and economics that were never tested properly.\nEnterprise AI creates value when leaders treat it as a business transformation, not a narrow technology program.\nCost per successful outcome is a more useful measure than adoption or token volume when judging whether AI is working at scale.\nShared ownership across technology, finance, and the business is what gives AI a better chance of surviving beyond the pilot.\n \n\nMost AI programs are framed too narrowly\n\nVijayan argues that many organisations get the framing wrong from the start.\nOnce AI is labelled a technology transformation, responsibility narrows too quickly to the CIO or CTO. That misses the bigger issue.\nIn his view, AI is a business transformation that affects workflows, leadership, workforce design, and operating model choices far more than most executive teams are prepared to admit.\nTechnology may be essential, but it is only one part of the change.\nThat is also why so many organisations are seeing a gap between executive expectation and financial outcome.\nTeams may have bought copilots, pushed adoption, and reported productivity gains, but the CFO still sees little movement in the P&L.\nThe local wins are real, but they do not become enterprise value unless the business changes how work is structured around them.\n \n\nProduction is where the business...","thumbnail_url":"https://img.transistorcdn.com/t0Jtrt9eZN4kwrPnSzLt-aLKB9f-tVVg1JGt9pql9t4/rs:fill:0:0:1/w:400/h:400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS84ODM3/NGVhYmU2ZjljNWIx/NTliY2NlMTAzZDRl/NGNmOS5qcGc.webp","thumbnail_width":300,"thumbnail_height":300}