For 12+ years, I've worked in HR within scale-up companies, sitting with leadership teams as they grew fast and restructured under pressure.
That experience taught me one thing: the old playbook for organisational change does not work on AI.
Yet leadership teams keep trying it anyway. They fix the org chart, adjust the process, tweak the incentive: the same three levers that worked for every transformation before this one. But AI does not slot into an org the way a new tool or process does. It changes what the org needs to be good at in the first place. Therefore, most companies end up adding AI onto structures built for a different kind of work, and adoption stalls before it starts.
But there is another path: The Organisational Singularity, a framework designed for rebuilding an org so AI is structural, not decorative.
"What good looks like: a leadership team that has moved past 'give them AI tools' and is solving 'how do we change how we're built.'"
I've applied this thinking with product orgs in scale-up environments. The end result is an org that runs at machine speed with recursive learning, where human judgement ensures the outcomes it produces are the ones you actually want.
An HR background alone gets you the org chart. An AI-native framework alone gets you the theory. Doing both is what gets a leadership team from "using AI" to being built for it.
Insights is where I write about this in public. Consulting is where we do it together.