“One of the most important things leaders can do is provide clarity. When I released my AI memo a few weeks ago, I didn’t do that well.”

Last week, Duolingo CEO Luis von Ahn took to LinkedIn to address employee concerns and online backlash following his earlier e-mail to staff revealing a move to AI first, and that some human contractor roles would be replaced by AI.

In his follow-up, von Ahn reframed AI not as a threat, but a tool to empower teams and crucially, outlined how the company would support employees through the shift with workshops, advisory councils, and dedicated learning time.

I hope that leaders read this and use it as a reminder that AI should not be treated as a tech roll-out but as an organisation transformation that needs to have people at the heart.

According to IBM’s 2025 CEO Study, only 25% of AI initiatives have delivered their intended return on investment over the past three years. A study showed one in three of workers actively, or covertly, refuse to use AI tools because of a fear of job loss, confusion, or distrust in leadership’s motives

People-centered change

When Howard Krais and I co-founded True, one of our core beliefs was change and transformation can only be successful when organisations take a genuinely people-centered approach. This means doing change with your people not to them and responding as much to their emotional needs as their logical.

The business case for AI-first may well sound great when shared with the board and investors but for employees, it’s likely to raise questions, such as:

• Will I be replaced?
• How will I keep up?
• What’s expected of me now?

When those questions go unanswered, or worse dismissed, you get fear, resistance, and mistrust.

Neuroscience tells us that uncertainty triggers a threat response in the brain, reducing our ability to focus, collaborate and innovate. That’s why leaders can’t simply announce an AI first strategy and expect it to be successful, they need to communicate with empathy and make space for listening.

Internal communications has a critical role to play. Not only in explaining the strategy and tools but helping people to make sense of what the change means for them.

There are three key questions that people need to be able to answer in change situations:

1. What does this change mean to me?

2. What does this change mean for us as a team?

3. What can we start to do to take some local ownership or accountability for the change?

The role for internal communications

• Facilitate listening. Create space for employees to process what’s happening, ask questions, and contribute their ideas. Listening actively, not just through surveys, but through dialogue helps reduce uncertainty and builds a sense of autonomy

• Equip leaders with clear, consistent messaging. Internal communication plays a critical role in shaping a clear narrative, supporting leaders to communicate with empathy

• Translate AI into real terms for different roles and teams. Using plain language to explain what AI means for day-to-day tasks, processes and opportunities.

• Help teams understand how their roles and skills will evolve. By collaborating with IT and HR to frame AI as an enabler, not a threat demonstrating how human contribution remains essential and where new skills can be developed

The success of your organisation’s AI strategy won’t just depend on the tools you choose. It will depend on how well you engage your people. Because in the end, AI is a people change. And your people will decide whether it succeeds or fails.