The AI Superfans Companies Count On to Convert the Skeptics

The AI Superfans: Companies Count On to Convert the Skeptics

Overcoming Resistance Through Internal Advocacy

The AI Superfans Companies Count - Despite growing AI integration, not all employees are eager to adopt the technology. Executives, however, believe that for every hesitant worker, there exists a more enthusiastic peer who can inspire change. This strategy hinges on identifying and nurturing internal advocates—employees who become champions for AI within their teams.

"Humans resist change," noted Howard Glazer, a co-leader of Ropes & Gray’s global private-equity transactions practice. "Simply telling someone to use a new tool can feel overwhelming." Glazer, himself an AI proponent at the firm, highlighted this challenge.

Such reluctance is particularly pronounced in sectors like legal services, according to Glazer. He pointed to media coverage of firms facing penalties due to AI-generated errors in court documents. "For those already wary, this raises fears: 'What if I can’t trust the tool?'"

Measuring Progress and Training Strategies

A recent Boston Consulting Group report reveals encouraging trends. Among front-line employees—individual white-collar workers without managerial roles—74% now use AI daily or multiple times weekly. This marks a significant rise from 51% recorded in the 2025 report, based on data from 11,749 employees across 14 markets.

Companies credit these AI champions for the growth. Participants in such programs gain early access to tools, specialized training, and opportunities to present to higher-ups. In return, they’re tasked with encouraging colleagues and answering questions through both structured meetings and casual discussions.

Real-World Impact at Legal Firms

Ropes & Gray exemplifies the effectiveness of this approach. Two years ago, just 32 employees used Harvey, a legal AI tool, sending around 300 prompts monthly. Today, nearly 2,200 employees generate over 282,000 prompts monthly, with each user showing triple the engagement compared to a year prior. The firm employs around 3,000 people globally, with 1,500 attorneys.

Glazer’s role as a "Head of Practice AI" has expanded to guide other champions. While the firm hasn’t quantified the impact of these efforts yet, he’s now focused on tracking their success. "Personal interactions are key," he emphasized. "Group sessions often result in polite agreement without real commitment."

Adapting AI to Practical Workflows

Josh Goldsmith, Citigroup’s head of Digital Solutions and Innovation for Internal Audit, stressed the importance of demonstrating AI’s utility. He shared how an AI use case involving the firm’s platform, Citi Stylus Workspaces, transformed perceptions. The tool’s ability to create concise audit report drafts helped convince skeptics of its value.

Citigroup’s broader AI strategy includes applications in cybersecurity, coding, and client services. At its investor day in May, Chair and CEO Jane Fraser outlined plans to leverage AI for virtual wealth advisors and faster client onboarding. To support these goals, the bank has expanded its program to over 4,000 participants, including senior leaders and employees at different career stages.