# AI adoption and value realisation

> Change the work and realise the expected benefit. Role and process redesign, training, rollout, measurement and benefits reviews, so a live capability becomes a used one and the value is reported honestly.

Source: https://level9.net/ai-consulting/adoption-and-value-realisation
Publisher: Level9 Networks (https://level9.net)
Updated: 2026-11-03

**Who it is for.** Operations leaders and transformation leads who own the business case and must report whether it was achieved.

**The problem.** A capability can be live, correct and ignored. Without changes to roles, process and incentives, people route around it, and the value in the business case never arrives.

**Target outcome.** Sustained use of the capability by the intended teams, and a realised-value report that leadership can trust.

## Measures

- Adoption rate by team and task
- The business measure against baseline, reported over time
- User-reported usefulness and friction
- Benefits realised against the business case

## Inputs

- The live capability and its service owner
- Managers of the teams whose work changes
- Agreement on how benefits will be counted

## Outputs

- Role and process redesign
- Training, communications and rollout plan
- Feedback loops and performance measurement
- Realised-value reporting and a prioritised improvement plan

## Risks

- The expected benefit depends on a process change that nobody has the authority to make
- Early adopters mask low adoption elsewhere
- Benefits are counted in a way that no one outside the programme believes

## When this engagement fits

The capability is live or about to be. The business case assumed people would work differently, and someone has to make that true and then prove it.

## What we do

We redesign the roles and steps that change, train the people involved, and plan the rollout in an order that builds confidence. We set up feedback loops so problems surface quickly, and we measure adoption and results against the baseline.

At agreed points we run a benefits review and publish a realised-value report. Where value is short of the case, the report says why and what to do about it.

## What you receive

Adoption evidence, realised-value reporting and a prioritised improvement plan. The improvement plan feeds the next decision: expand, refine or stop.

## Questions people ask

**Can this run alongside production delivery?**

Yes, and it usually should. Adoption planning starts during design, because the way people will work with the capability shapes how it is built.

**How do you report value?**

Against the baseline and the measure agreed at the start, using data the finance or operations team already trusts. We do not invent percentages.

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