AI does not change organisations. People do.

On 13 August 2026, I read an interesting article by Larissa Holzki ↗ (external link, opens in a new tab) in Handelsblatt ↗ (external link, opens in a new tab) about Euan Blair ↗ (external link, opens in a new tab) and his company, Multiverse ↗ (external link, opens in a new tab). That prompted me to listen to his podcast, and I found myself nodding in agreement with many of the points he raised. See below for a brief summary.

Why?

Because many of the Challenges, which he describes, are very familiar to me.

We talk a lot about AI, technology, productivity, automation and the “The Future of Work". But in my experience, the trickiest part isn’t the technology.

It’s the people.

How can we help staff develop the skills and confidence they need to work with AI? How can we create an environment in which people are willing to experiment, learn and adapt?

And perhaps most importantly: how do we turn this transformation into something that we Together design?

This is particularly relevant in Germany, where Employee representation and Co-determination Changes sometimes make it more complex can.
But I also believe that this can be a strength.

Strong employee representatives, committed staff and responsible leadership need not be barriers to transformation. If they work together, they can help to make the transformation more sustainable – and ultimately more successful.

After nearly three decades in leadership, I am increasingly convinced that sustainable transformation does not begin with technology.

It all starts with trust, dialogue and people.

That’s why I found Euan Blair’s perspective so interesting – and that’s why I’d recommend listening to the podcast if you’re thinking about AI, leadership and the future of work.

The podcast starts in German, but quickly switches to English.

Who is Euan Blair?, son of Tony Blair (former Prime Minister of the United Kingdom), founder and CEO of Multiverse (an AI upskilling platform valued at around €1.8 billion), in conversation about AI and the future of work.

Key messages:

• Job losses are a reality, not just vague talk. Blair clearly rejects the complacent attitude: jobs will change and be replaced – the real question is how to cushion the blow, not whether it will happen.
• Frontline staff first. Care workers, production staff, project managers – they possess context and judgement, precisely what AI lacks. Empowering these people gives them ‘superpowers’. Top-down AI initiatives driven by board members almost always fail if the workforce isn’t brought on board – something that’s particularly relevant in Germany, where works councils are strong.
• Older employees are at greater risk. Whilst younger people are more digitally savvy, anyone over 50 who loses their job finds it much harder to get back into the workforce. Without further training, older employees risk being ‘replaced by automation’ – despite their experience – if they do not keep up with AI.
• Germany’s trump card: the dual vocational training system. 40 per cent of Germans have vocational training as their highest qualification – this partly explains the lower youth unemployment rate compared with the UK. At the same time: long decision-making processes, greater risk aversion; German companies often grow faster in the US than in their home market.
• No ‘sheep dip’ training. Successful professional development requires three elements: individual skills, organisational objectives and the team context. Compliance training on its own is of no use.
• Human responsibility remains crucial. AI coaches (known as ‘Atlas’ at Multiverse) are good Socratic tutors, but a sense of commitment comes from people – nobody feels bad about standing an AI up.
• Leadership means telling a story, not stirring up fear. Statements such as “AI is happening, so just get on with it” generate resistance. Employees want to see a plan and be part of the journey – otherwise there is a risk of setbacks, as was once the case with the Luddites during the Industrial Revolution.
• The training challenge of the future: It’s no longer about ‘learning to code’, but about developing sound judgement, critical thinking and the ability to work with AI without losing one’s own voice – the subject area is almost irrelevant; what matters is what you can demonstrably take away from it.

I’d also like to share this here Link ↗ (external link, opens in a new tab) Link to the Handelsblatt article (in German); you’ll probably need a subscription.

Do you have any thoughts or comments? I’d love to hear them. Please head over to the LinkendIn Post ↗ (external link, opens in a new tab).. Or drop me a message via the contact page ↗ (external link, opens in a new tab). 

I’d be delighted to discuss these topics with you.

Dr. Peter von Wartenberg (08.26)