Adoption moves at the
speed of people.
AI implementation moves at the speed of technology.
WE HELP LEADERS CLOSE THAT GAP
Organizations invest in AI strategy, tools, and training. Few measure whether their people have the adaptive capacity to absorb the change.
That's where adoption stalls — and where we start.
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Hard-won expertise suddenly feels less valuable. People protest what they know rather than risk looking like beginners.
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“If AI can do this, what’s my role?”
When work is tied to identity, changing the work threatens the self. -
People are already at capacity. Adding AI on top of existing demands doesn’t land - it bounces.
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Trust in leadership, trust in the technology, trust that this isn’t a precursor to layoffs. Without it, adoption is surface-level.
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Research shows women use gen AI less - not from lack of interest, but from trust gaps and competence perception penalties.
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When people can’t see what their job becomes with or after AI, they can’t move toward it. Ambiguity freezes action.
When adoption is uneven or stuck, the instinct is to push harder — more training, more communication, more mandates. But the real constraints are psychological, and they vary by person, role, and context.
These barriers don’t necessarily respond to more training. They require a different kind of diagnostic - one grounded in behavioral science, not change management playbooks.
AI adoption isn't stalling because of the technology.
WHAT MOST ORGANIZATIONS MISS
Every workforce has adaptive capacity — the psychological, social, and systemic conditions that determine how much change people can actually absorb and act on.
Most organizations have never measured theirs.
— INTRODUCING AIRE
AIRE measures what most AI readiness assessments miss.
AI Readiness & Enablement (AIRE) is a diagnostic framework that makes adaptive capacity visible, measurable, and actionable. Where other assessments measure technical readiness — infrastructure, skills gaps, tool deployment — AIRE surfaces the psychological and organizational conditions that determine whether adoption actually happens.
Built on validated psychological constructs and informed by clinical assessment methodology, AIRE identifies which barriers are active, where they're concentrated, and what to do about them.
DIAGNOSE
Mixed-methods assessment surfaces the specific psychological barriers active in your organization - broken out by role, function, tenure, or department.
MAP
Adaptive capacity heat map shows where adoption will flow, where it can stall, and why - with executive-ready narrative.
INTERVENE
Targeted intervention roadmap ties actions to the barriers that matter most, so investment goes where it will land.
Built on validated psychological constructs. Informed by clinical assessment methodology.
HOW WE WORK TOGETHER
AIRE adapts to how you need it.
FOR ENTERPRISE LEADERS
Measure your organization's adaptive capacity before your next AI investment.
AIRE tells you which teams are ready, which aren't, and what needs to happen before training dollars translate into adoption.
FOR AI CONSULTANCIES & PARTNERS
Add a diagnostic layer your clients are asking for.
When enterprise adoption stalls mid-engagement, AIRE gives you the explanation and the intervention plan. Co-branded. Two-week sprint.
FOR FUTURE OF WORK
Adaptive capacity isn't distributed equally.
The workers most at risk aren't just missing skills — they face structural psychological barriers that existing programs don't measure.
Founder, Alpenglow Insights
I'm a clinical psychologist, and one question has followed me across a pretty nonlinear career: why do people and organizations get stuck — and what does it take to get them moving again?
In the Navy, I became the psychologist commanders called when units were struggling. I conducted organizational assessments in high-stress operational environments — diagnosing what was going wrong beneath the surface and closing every engagement with actionable recommendations to executive leadership. The problems were rarely what people assumed they were.
That pattern followed me into the civilian world. After years in clinical practice and leadership roles in digital health, I kept seeing organizations invest heavily in change — new technology, new processes, new expectations — without understanding whether their people were in a position to absorb any of it.
When AI transformation accelerated, the pattern became urgent. Organizations are spending millions on tools and training while their workforces are navigating genuine uncertainty — about their roles, their competence, their futures. Some of the hesitation looks like resistance. Most of it isn't. And almost none of it is being measured.
That's why I built AIRE.
I'm also an MBA candidate at UC Berkeley's Haas School of Business — which gave me the business language and strategic framework to turn what I was seeing clinically into something organizations could actually act on. AIRE reflects both halves of my background — grounded in over 40 years of behavioral science on how people respond to organizational change, and built for the boardroom in how it communicates.
I pivoted Alpenglow Insights to AI workforce readiness because I couldn't ignore what I was seeing: the world is moving forward at an accelerated pace, and too many people are at risk of being left behind — not because they can't adapt, but because no one is helping them do it.
Dr. Wendy Rasmussen
ABOUT