Design Processes to Evolve with Emerging Technology
In the rapidly changing landscape of business technology, organizations have long struggled to implement meaningful, lasting change. According to a recent article published in the Harvard Business Review by Manish Sharma, Lan Guan, and H. James Wilson, traditional approaches to transformation have proven inadequate against today’s technological advances, particularly with the rise of artificial intelligence and generative AI.
The Challenge of Episodic Change
For decades, companies have relied on episodic change strategies—launching large-scale re-engineering projects and committing significant resources to new IT systems. Despite these efforts, the fundamental “metabolism” of organizations—their ability to adapt and evolve—remains sluggish. High transaction costs, such as the friction involved in coordinating across teams, managing extensive information flows, and aligning complex work processes, have made thorough and continuous transformation both prohibitively expensive and risky.
Emerging Technologies Demand New Approaches
Authors Sharma, Guan, and Wilson emphasize that emerging technologies like generative AI create opportunities for businesses not just to automate tasks but to reimagine design and operational processes fundamentally. To keep pace, organizations must move away from infrequent, disruptive re-engineering. Instead, they should embrace continuous transformation processes that are more agile and adaptive.
Manish Sharma, Chief Strategy and Services Officer at Accenture, alongside Lan Guan, Chief AI and Data Officer, and H. James Wilson, Managing Director of Technology Research at Accenture Research, highlight the importance of integrating new technology capabilities into business design to reduce coordination friction and enable faster decision-making across the enterprise.
Toward a New Organizational Metabolism
This evolving approach requires companies to rethink their workflows in light of AI’s potential to augment human roles and streamline operations. The authors propose leveraging AI-driven insights and automation to change the “metabolism” of organizations, allowing ongoing adaptation rather than episodic transformations. They argue that this transition will mitigate the risks and costs traditionally associated with organizational change.
Insights from Thought Leaders
H. James Wilson, coauthor of Human + Machine: Reimagining Work in the Age of AI, underscores that combining human ingenuity with machine intelligence will be key to successful transformation. The synergy between people and technology can create resilient, innovative enterprises ready for the challenges of the modern digital economy.
Looking Ahead
As businesses navigate this new reality, the imperative is clear: design processes must evolve alongside emerging technologies. By adopting more fluid and integrated change frameworks, companies can unlock the full potential of AI and related advancements, driving sustained competitive advantage in an era defined by rapid technological progress.
This article is based on insights from Manish Sharma, Lan Guan, and H. James Wilson as featured in the January 2026 issue of Harvard Business Review.
