How to make AI work for people A playbook for HR and business leaders I . Introduction Authors and contributing experts The why: Unleashing a human renaissance The how: The three-point plan 1. Build an AI-powered HR function 2. Enable AI across the organization 3. Transform the workforce The what: AI in action, delivering value What’s next: Big bets to take into the future Conclusion Table of Contents V. VI. VII. IV. II. III. 2 Introduction 3 With AI, org charts are starting to disintegrate along with the traditional definition of a CHRO. More HR leaders are taking on blended roles that reflect how deeply talent, technology, and AI are intertwined. That’s why it’s never been more important for CHROs to think beyond HR and work with business leaders across the organization. While this playbook is primarily designed to help HR leaders, it should be a useful tool for all business leaders to help shape enterprise strategy, embrace roles as workforce transformers, and make AI work for people. My expanded role reflects a simple truth: AI transformation is a human endeavor. With the strong HR foundation of workforce planning, analytics, and leadership development, we are weaving AI learning, upskilling, behaviors, and hands-on experience into the fabric of every workflow, role, and function. As our CEO Bill McDermott says, “What good is AI if it doesn’t make people’s lives better?” This moment demands that we empower every employee with the skills and confidence to leverage AI in ways that drive innovation, efficiency, and impact. And since speed is critical in the age of AI, we need to be agile, iterating quickly on our strategies and products. We want to build a future in which technology and talent are not just aligned, but unstoppable together. The future of work isn’t just happening to us. We are preparing our people to shape it. Introduction The artificial intelligence (AI) revolution isn’t just a technological shift; it’s a human shift Business is always changing, driven by new technology, shifting markets, and geopolitics. Companies thrive when they lean into change and use it to spark new ideas, new ways of working, and better ways to grow. I believe the advancement of AI is the most transformative workforce change in recent history. And the true power of AI lies not only in the systems we build, but in the skills, creativity, and adaptability of our people. Unlocking AI’s potential is more than deploying new tools. At its core, AI transformation is about reinventing the business. We must reimagine how we work, learn, grow, and lead. That’s why my role evolved in 2025 from chief people officer to include chief AI enablement officer. Every CEO knows they need an AI strategy. The focus on people and AI—which my role change represents—is part of making the CEO’s strategy successful. I’ve always strived to build a resilient workforce that prospers in times of major change—not just within human resources (HR), but across the enterprise. I don’t want our people to be passengers; I want them to drive on this AI journey. AI transformation in HR can help supercharge business transformation because the business strategy starts with the people strategy. Chief human resources officers (CHROs) are uniquely positioned to seize this moment, harness AI innovation, and accelerate HR’s shift from an administrative function to a strategic hub at the center of this revolution. For decades, CHROs have aimed to make HR more strategic, collaborative, and predictive, while also providing the services that employees and business leaders need and expect. Digital transformation promised utopia, but many of us have felt stuck in a maze of technological complexity and confusion. CHIEF PEOPLE AND AI ENABLEMENT OFFICER Jacqui Canney 4 This playbook—based on our learnings, experience, and insights—offers leaders a starting point to build an AI-powered HR function, enable AI across the organization, and transform the workforce for the future. We have aimed to combine strategic guidance with actionable steps.