Unlearn to Transform – Why AI Demands a Different Playbook
The whitepaper by Tom Lindholm and Patrick Furu argues that traditional transformation playbooks fail in the age of AI because the core challenge is organizational identity, not technology. It explains how only 5 percent of companies unlock real AI value by building trust, experimentation, learning, and cultural adaptability. Ultimately, it urges leaders to shift from asking how to transform to asking who their organization must become.
The future belongs to organizations that unlearn what made them successful.
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Why are the strategies that once made you successful now the biggest barriers to AI success?
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Unlearn to Transform Whitepaper
pdfThe Unlearn to Transform – Why AI Demands a Different Playbook by Tom Lindholm and Patrick Furu argues that traditional transformation playbooks fail in the age of AI because the core challenge is organizational identity, not technology. It explains how only 5% of companies unlock real AI value by building trust, experimentation, learning, and cultural adaptability. Ultimately, it urges leaders to shift from asking how to transform to asking who their organization must become.
The Future Belongs to Organizations That Unlearn What Made Them Successful
The Unlearn to Transform Whitepaper was born out of the need to understand why only a few organizations succeed in creating real value from their AI investments and what true transformation demands from leaders and their organizations.
Read moreMeet the Writers
Tom Lindholm
Tom Lindholm is the Managing Director of Aalto EE and serves as Head of Lifewide Learning at Aalto University, a dual role he has held since the beginning of 2022. Before joining Aalto EE, he spent seven years as CEO of Talent Vectia Oy.
With more than twenty years in executive education and management consulting, he has worked closely with senior leaders and their teams through large-scale organizational change. He also has extensive experience in board work across sectors.
This paper grew from an observation that kept recurring in those conversations: the AI transformation is breaking patterns that had reliably worked for two decades, and nobody seemed to have a good answer for why. This paper is an attempt to find one.
Patrick Furu
Dr. Patrick Furu is the Director of Top Management Solutions at Aalto EE, as well as a faculty member at the Aalto School of Business. In addition, he is an Adjunct Professor of Management at Hult International Business School.
He has 20 years of experience in consultancy and executive education for management concerning strategies, change processes, and leadership development. Furu's research has centred on strategic knowledge creation and sharing in multinational companies, the role of the board of directors in medium-sized companies, and leadership models and processes in creative teams and organizations.
At Aalto EE, Patrick covers topics such as strategy creation and execution, the interface between leadership and strategy, managing complexity, digital leadership, and high-performing teams.