When someone starts doing new steps with the help of AI, the work between teams changes. An operations team can prototype a dashboard; a communications professional can explore an interface. These possibilities call on leadership to revisit responsibilities and ways of working together. There is no single consequence for the org chart: the effect depends on the work, the quality required and the decisions that still need specific expertise.
Three parts of organizational design
Handoffs between roles. If a deliverable can be explored closer to whoever recognizes the problem, some waiting shrinks. At the same time, new review needs appear.
Scope of roles. Building a prototype does not automatically transfer responsibility for operation, maintenance or security. You need to make clear how far experimentation goes and when other expertise comes in.
Coordination. Gathering updates with AI changes the work of moving information around. The decisions about priorities, conflicts and commitments between teams remain.
Follow one deliverable before changing the structure
Imagine marketing prepares a first version of a tool for an event. Being close to the audience helps test the idea; before expanding its use, the team decides who reviews the data, how it works and who keeps it going.
Map who provides information, who decides, who executes and who answers for problems, and compare it with the previous design. Ask people where they became more autonomous and where they took on new demands. An apparent reduction in steps can hide review piling up on one person.
Technology widens the possibilities; the organization gives them shape. In AI Thinking by Dani Hayoshi, the question is always who does each step and who answers for the choice. See also AI for leaders.
Dani Hayoshi is the author of AI Thinking. Her work connects artificial intelligence, education and entrepreneurship. About Dani.