Most AI Failures Are Not AI Failures A regional bank in the northeastern US came to us with a familiar ambition. Move from a hierarchical structure to a project based operating model, faster decisions, less layered approval, technology and operations working as one team instead of two. The technology side was never the hard part. The hard part was that nobody had touched decision rights. People kept reporting the way they always had, escalating the way they always had, getting evaluated the way they always had. The bank wanted agility without redesigning who owned what, and that gap is where the actual work began. We ended up redesigning the operating model for the technology and operations group, building a new talent platform and reward framework around it, because the structure had to change before any process inside it could. This is the pattern we keep seeing, and it rarely gets named correctly. Pilots succeed on a narrow, well defined task with a small group of engaged user...