Karen Bick, chief people officer at Ralliant, explains how having a structured approach to AI adoption results in more consistent processes and a greater ability for innovation.

By Debbie Bolla

HRO Today: How is complexity impacting the way AI is integrated into everyday work?

Karen Bick: A recent gallup report found that half of Americans now use AI at work, but that doesn’t automatically translate into effective integration. That’s because most organizations are layering new tools into environments that are already complex. Employees are being asked to navigate changing workflows, evolving governance, and unclear expectations all at once. Even when those tools are powerful, the experience can feel fragmented.

At the same time, that very complexity is accelerating a different kind of behavior. Employees are increasingly taking ownership of AI adoption in ways that help them simplify their work and establish more consistent processes. We’re seeing a continued rise in employee-led adoption and innovation, where teams are using AI to cut through complexity and work smarter, not harder.

This is where the structure really matters. At Ralliant, we anchor our approach in the “Ralliant Business System,” which is powered by AI, to bring clarity and standard work into how AI is applied. It helps ensure that adoption is happening in a way that’s consistent, scalable, and aligned to how work truly gets done. This is critical because complexity can, and does, create a range of uneven outcomes in how AI is utilized across the organization.

One practical example of this is how we’ve embedded AI into strategic workforce planning. Historically, a significant amount of time was spent gathering data, benchmarking practices, and trying to make sense of trends. With AI, we can rapidly scan both internal and external insights to identify workforce gaps and potential solutions. This shifts our teams’ time and energy away from data collection and toward higher-value work. These teams are now able to spend more time making informed decisions and putting tasks into action.

HROT: How are leaders designing for simplicity to drive execution?

Bick: For us, simplicity is something you design into the system, not something that happens on its own. We spend a lot of time looking at workflows, how decisions get made, how priorities are set, and where people get stuck. That’s where most of the opportunity lies.

At Ralliant, that thinking shows up very clearly in how we’ve evolved our approach to performance management this year. We took a deliberate step back and asked a simple question: What actually drives impact? The answer wasn’t more processes. It was focus and clarity, so we moved to a much simpler model. We now ask employees to set three to four meaningful goals with clear outcomes, rather than managing a long list of priorities with layers of sub-measures. It sounds small, but it fundamentally changes how people focus their time and how leaders align their teams.

We then reinforce those goals with what we call 2+2 coaching. It’s a straightforward approach to feedback that fits into the natural rhythm of work rather than adding another meeting. Leaders share two things an employee is doing well and two areas to improve, consistently and in real time. That creates a steady drumbeat of clarity around both what people are delivering and how they’re showing up.

What we’ve seen is that when expectations are clear and feedback is part of everyday work, engagement goes up and performance follows. People aren’t guessing what matters. They know, and they can adjust quickly. This is very much aligned with how we run the broader business. The “Ralliant Business System” gives us a consistent way of operating, and we’re intentional about building that foundation rather than layering on complexity. When we introduce new capabilities, including AI, they’re embedded into existing rhythms like planning, reviews, and problem-solving. This way, work can become easier to follow, not harder to navigate.

HROT: What can leaders do to reduce friction and maintain capabilities?

Bick: Reducing friction starts with being honest about where it exists. In many cases, it’s not a lack of capability holding leaders back. It’s the accumulation of disconnected processes, too many handoffs, and too much time spent gathering information instead of acting on it.

Once you see that clearly, the work becomes about designing a better way to operate. At Ralliant, that’s where the “Ralliant Business System” comes into play. It gives us a shared set of tools and a common language for problem solving, but just as important, it reinforces a continuous improvement mindset. We expect leaders at every level to look for ways to work better and move faster, not as a one-time effort but as part of how they lead every day.

One of the most effective shifts leaders can make is to connect work more directly to outcomes. When people can see how their daily work ties to priorities and performance, it removes a lot of unnecessary effort and second-guessing. We’ve supported that by making information easier to access and act on. In our operating cadence, AI-enabled tools capture what’s happening across teams, surface patterns, and highlight risks earlier. Leaders don’t need to sit in every meeting to stay informed, and teams can spend less time preparing updates and more time solving problems.

HROT:  What is your favorite way to spend your free time?

Bick: In my regular routine, I enjoy spending time doing Pilates and hiking to keep healthy. With my family, I enjoy adventure travel, getting outside and exploring new places. This could include a new park to hike or a new destination to check out.