Treating AI adoption like any other change effort

The challenge. AI tools are changing how communications teams work, but access to technology doesn't automatically translate into useful adoption. People need to understand where AI fits into their work, how to use it responsibly, and when human judgment still matters.

What I did at Booz Allen Hamilton. As one of three AI communications champions in the federal health practice, I helped colleagues explore practical applications for communications and consulting work. I developed a prompt library, designed and administered an AI capability survey, and delivered three training sessions, including one for senior practice leadership. I also demonstrated how AI tools could support communications production and federal proposal development.

What I built independently. After founding Off Label Communications, I began building AI-assisted tools to support my own work. For Not Just Ovaries, I developed a news sourcing and triage dashboard that collects information from more than 40 alerts and sources, helps identify duplicate stories, and organizes potential coverage for editorial review. I also built a business development tracking tool to organize outreach and opportunities. Neither system replaces professional judgment. I select the stories, verify the sources, assess audience relevance, and make the final editorial decisions.

How I approach it. I treat AI adoption as an organizational change challenge, not just a technology purchase. Start with real work. Identify where a tool can improve the process. Give people opportunities to practice. And keep accountability with the people making decisions.