I can tell within the first thirty minutes of an AI transformation planning session whether a firm is going to succeed or fail.
It's not about their technology budget. It's not about which tools they've chosen. It's not even about their starting point or industry expertise.
It's about whether they have one map or two.
Let me explain.
Every firm pursuing AI transformation creates what I call the Tech Map. It's the roadmap of which technologies to implement, in which order, for which processes.
The Tech Map typically includes things like:
It's thorough. It's logical. It's necessary.
And it's completely insufficient.
Here's what happens when firms have only a Tech Map: They implement the technology. They provide basic training. They announce the rollout. Then they wait for adoption to happen.
And wait.
And wait.
Six months later, usage metrics are disappointing. The AI tools are available, but barely used. The few people who've adopted them are working in isolation. The expected efficiency gains haven't materialized. Client service hasn't transformed. The business case is looking shaky.
Leadership is confused. "We gave them the tools. We provided training. Why isn't this working?"
Because you only had one map.
The second map—the one most firms skip—is the People Map.
The People Map answers fundamentally different questions than the Tech Map:
The People Map isn't about technology at all. It's about human transformation.
And here's the uncomfortable truth: You can have perfect data, perfect technology, and perfect workflows, and still fail completely if you don't understand your people.
I've seen firms spend $500,000 on AI infrastructure and $5,000 on change management. Then they wonder why adoption stalls. It's like building a state-of-the-art highway system and being shocked that nobody drives on it because you never taught them how cars work or convinced them that driving is worthwhile.
Let's be clear: The Tech Map is essential. You absolutely need it. But you need to understand what it actually maps.
The Tech Map shows you:
The Tech Map is decided by: IT teams, technology vendors, process owners, compliance officers, and technical leadership.
The Tech Map answers: "What are we transforming and in what order?"
This is critical strategic work. You cannot AI-ify everything at once. You have to be strategic about where AI creates the most value, the fastest, with the least risk. That requires mapping your data, your processes, your technical environment.
But the Tech Map treats your people as constants. It assumes that if you build it, they will come. It assumes that training equals adoption. It assumes that rational business cases overcome emotional resistance.
Those assumptions are wrong.
The People Map is harder to create because it requires honest assessment of things most firms would rather not acknowledge.
The People Map shows you:
The People Map is created by: Leadership, HR, department heads, staff representatives, and people who actually understand organizational psychology (not just project management).
The People Map answers: "Who's coming with us, who's not, why, and what do we do about it?"
This is equally critical work, but most firms treat it as secondary. They create a basic "communications plan" and a "training schedule" and call it change management.
That's not a People Map. That's a Tech Map with a few communication bullet points added.
A real People Map starts with understanding that resistance isn't monolithic. There are at least four distinct types of resistance you'll encounter, and each requires a different response:
Your Tech Map doesn't account for any of this. Your People Map makes it central.
Here's where most firms really miss the boat: they don't map their cultural starting point.
AI adoption requires a culture that supports experimentation, iteration, and learning from failure. But most professional services firms have cultures built on precision, compliance, and risk avoidance.
These aren't bad cultures. They're appropriate for the work. But they're not ideal for AI adoption.
This creates what I call the Professional Services Culture Dilemma:
Your People Map needs to acknowledge this tension explicitly and create a framework for how you'll navigate it.
Questions your People Map must answer:
Most firms discover, too late, that their culture actively prevents the behaviors required for AI success. By then, they've already spent the budget, announced the initiative, and created expectations.
Here's what it looks like when you have both maps:
Tech Map says: "We're implementing AI-powered document review in Q2."
People Map says: "Our senior attorneys will see this as threatening their expertise and judgment. We need to frame it as freeing them for higher-value analysis, not replacing their review capability. We'll start with a pilot group of three volunteers who are already frustrated with document review volume. We'll celebrate their wins publicly and have them train their peers. We'll make it clear that AI handles first pass, humans handle judgment."
Tech Map says: "The new AI tool requires changed workflows in our tax preparation process."
People Map says: "Our most experienced preparers built their careers on thoroughness and precision. They'll resist any workflow that feels like cutting corners. We need to show them that AI handles the repetitive data entry they hate, freeing them for the complex judgment calls they're actually good at. We'll have our most respected senior preparer test it first and share their experience."
See the difference? The Tech Map tells you what to implement. The People Map tells you how to make it stick.
Want to know if you have both maps? Ask yourself:
If you can answer the Tech Map questions but not the People Map questions, you're not ready to launch. You might be ready to buy technology, but you're not ready to transform.
If you're realizing you need a People Map (and most of you are), here's where to start:
You need honest answers to all three dimensions before you roll out significant AI transformation.
The firms that succeed with AI transformation are the ones that treat people transformation as equally important as technology transformation.
They create both maps. They resource both equally. They measure both rigorously.
They understand that the Tech Map gets you tools, but the People Map gets you adoption.
The Tech Map tells you what's possible. The People Map tells you what's probable.
The Tech Map is about capability. The People Map is about culture.
And in the end, culture eats capability for breakfast.
If you're six months into an AI transformation and wondering why adoption isn't happening, the answer is probably simple: you only had one map.
The good news? It's not too late to create the second one.
Start with honest assessment. Where are your people actually today? Not where you hoped they'd be after training. Not where they should be based on the business case. Where they actually are.
Then map the journey from here to there with the same rigor you mapped your technology implementation.
Because here's the truth: The firms that win at AI transformation won't be the ones with the best technology. They'll be the ones who figured out how to bring their people along for the journey.
Do you have both maps?
Does your firm have both maps—or just the Tech Map? Winsome's consulting practice specializes in creating comprehensive People Maps that address resistance, build culture, and drive genuine AI adoption. We help professional services firms navigate the human side of transformation with the same rigor they apply to the technology side. Let's assess where your people are today and map where they need to go.