Stefanie Kemp

Designing the AI-Native Organisation

The core message of the panel was that becoming AI-native is not about adding individual chatbots to existing work, but about redesigning organisational workflows, governance, collaboration, and accountability around AI. Greta Buschhaus framed the discussion by noting that many organisations have run AI pilots, but fewer have changed how the organisation actually works. The panel then moved from the broad claim that AI is a “10x efficiency booster” to the practical question of what changes once companies move beyond pilots and PowerPoint: which workflows shift, which roles evolve, and where human accountability must remain. Andrew McCarthy described AI adoption as progressing through four levels. The first is a single-player chatbot; the second is an assistant for tasks such as enterprise search or drafting reports; the third treats AI as a teammate that joins meetings, captures notes, drafts summaries, and starts follow-up tasks; and the fourth is a full end-to-end system, such as an IT help desk built on Notion. He argued that many organisations struggle to move from level two to level three because that transition shifts AI from individual productivity to team collaboration, where broader organisational value is captured. He also compared today’s AI interfaces to early television, arguing that many tools still resemble chatbots because the first dominant interface shaped expectations. Stefanie Kemp grounded the discussion in healthcare, where the pressure is not primarily competitiveness but a projected shortage of 500,000 people in care and physician roles by the end of 2030. For Sana Kliniken, AI is needed to reduce effortful administrative work, including language capture, speech, settlement, accounting systems, and patient information through portals. She cautioned that AI cannot be adopted as isolated vertical solutions alone: organisations must think early about governance, what data trains the AI, who has transparency into processes, and how those processes will run at scale in a complex organisation of 43,000 people. Timo Uge emphasised adoption as a leadership and mindset challenge. Leaders need to use AI visibly, and organisations must be honest that some service roles will change as tasks that once took two weeks can be done in hours. He urged people to reskill seriously and avoid scattered proofs of concept without orchestration. The discussion ended on hard limits: Stefanie insisted that in healthcare, “someone needs to click the last key” because physicians must accept AI recommendations. Andrew focused on automating knowledge-work meeting processes, while Timo argued that regulation, the EU AI Act, and legal responsibility currently define limits, even if future AI systems may sometimes make better decisions than exhausted humans.