Culture Risk in Practice: Leading AI Upskilling With Intention

Guest co-author: Jacqueline McGinn, Founder of Aurora Leadership, BVC Senior Associate

Co-author: Lynn Bennett, Managing Director, Advisory, BVC

Q3: HR is being asked to upskill staff on AI, but some of that is truly asking employees to train systems that may replace parts of their work. There is a risk if the business does not capture that knowledge, but there is also a risk of rampant fear and cultural entropy. How does BVC advise companies on AI upskilling in the context of culture building?

While AI is a catalyst for structural transformation, it needs to be led as a culture and leadership challenge. How it is led will determine whether it succeeds or creates additional risk.

Drawing on established change management and leadership practices, including Kotter, Edmondson, and COSO, a few practical principles stand out.

Be transparent about intent and trade-offs. Be clear on what is known, what is uncertain, and how decisions will be made.

Focus on reciprocal value, not just extraction. Clarify how roles will evolve, what employees retain, and what they gain.

Equip and align leaders. Enable direct, consistent conversations about impact and trade-offs across the organisation.

Create space for voice and monitor risk signals. Encourage questions and watch for reduced voice, slower escalation, or disengagement.

If not managed intentionally, organisations risk losing critical knowledge, weakening transparency, and increasing cultural entropy. AI upskilling is a trust and value exchange that directly shapes both culture and risk.