Many companies are adopting AI. From task automation and report summarization to data analysis and even internal chatbots, the technological applications are rapidly expanding. However, over time, a common question recurring within organizations is: "So, what has changed in the way we work?" If this question cannot be clearly answered, it's AI adoption, not an AX transformation. An AX transformation isn't about becoming an organization that uses AI; it's about transforming into an organization that redesigns its work structure and governance around AI.

Market Needs: AI Services Are Growing, But Organizations Remain People-Centric

Most companies today have an online work environment. Collaboration tools, cloud computing, and SaaS-based systems are readily available. The problem is that the standards and decision-making structures that operate within these systems remain human-centric. While AI is a powerful tool for assisting work, work direction and decision-making still rely on individual experience and knowledge. Especially in a consultative system with diverse stakeholders, judgment criteria can easily be shaken, discussions can be repetitive, and responsibilities become unclear. What companies want is not more AI capabilities, but rather an organizational structure that allows AI to operate naturally—a shift to AX.

Issues to be addressed: Structural bottlenecks hindering the AX transition

First, work standards are held by people, not documents. If the person in charge changes, the standards also change, and AI cannot learn from information that has not been input. Second, the context of decision-making is not recorded. No data exists explaining why decisions were made, limiting the scalability of AI. Third, as automation increases, the accountability structure becomes more ambiguous. Who made the decision and who is responsible for tasks involving AI is unclear. In this situation, AI adoption actually poses a risk.

Processing Direction: AX is a shift in governance, not technology.

Iropke's AX transformation consulting focuses on redefining business governance before implementing AI. AX is not about automation; it's about redesigning the standards for judging and controlling work to be AI-friendly. To achieve this, the organization's work types, decision-making stages, approval processes, and exception handling criteria are structured. Next, the points where AI should intervene and areas where human judgment is required are clearly defined. AI is not designed to replace decisions, but rather to be a system that maintains consistency in organizational standards and accumulates context for judgment.

The direction and differentiation of Iropke's AX conversion consulting

The beneficial approach is to define "how AX should work within the organization" before "how to implement AI." First, analyze the current decision-making structure and risks of the organization through a business governance diagnosis from an AX perspective. Second, design an AX governance model optimized for the online work environment. This is not a declarative guide, but a structure applicable to actual workflows. Third, define the role of AI based on this structure and establish a continuous monitoring system. This manages not only the results but also the process and compliance with standards. This approach creates an AX-based operating system that can keep pace with the organization's growth, rather than focusing on short-term productivity gains.

Customer Reviews: Changes After Switching to AX

"Although we were already using AI, it wasn't until the AX transition consulting that AI truly began to play its role within the organization. Clearer work standards significantly reduced internal confusion." – Company A's Digital Strategy Team

"Since the AX transition, both decision-making speed and quality have improved. Most impressively, internal resistance to AI utilization has disappeared." – IT Planning Department, B Financial Company

"It wasn't just AI consulting; it was an experience that redesigned the very way the organization operated. I gained a practical understanding of the concept of AX." – C Distribution Company Operations Innovation Team