How Robyn Tombacher is involving employees in work redesign at Warner Bros. Discovery

Robyn’s experience of moving work between locations revealed a limitation: changing where work happens does little to improve an underlying process that stays the same.

She recognized a similar challenge with AI investment. Introducing a platform creates an opportunity, but realizing it requires examining workflows, roles, and responsibilities.

That experience shaped her starting point. Before deciding how technology should contribute, leaders need to understand the work they want to improve and what people will need to do differently.

Reejig resonated with Robyn because it connected AI’s potential with a clearer view of work.

Her focus is understanding where AI could materially improve performance, how the workflow would need to change, and what those changes would mean for employees.

That visibility matters beyond the initial decision to invest. Leaders need to understand the responsibilities around the technology, including who evaluates its outputs, handles exceptions, and remains accountable for the result.

For Robyn, these questions belong together. A change to a workflow also creates decisions about roles, expectations, and employee development.

Robyn places the people doing the work inside the redesign process.

Employees understand details that may be missing from formal process descriptions: what customers require, where information gets lost, which exceptions occur, and how teams handle them.

Their participation helps shape a workflow that reflects those realities. It also creates an opportunity to clarify how responsibilities will change and what support people will need.

As AI takes on tasks, Robyn sees people taking greater responsibility for evaluating outputs, applying judgment, and delivering outcomes. Leaders and HR need to help define those expectations and develop the expertise required.

Her model brings technology, HR, business, and process redesign expertise together inside the organization.

A central team connects with people in business units, working alongside them in short cycles to develop changes and refine them through experience.

This structure links the wider transformation strategy with the teams whose work is changing. It brings different perspectives into the same process, so technology decisions can account for operational requirements and employee implications.

For Robyn, building that expertise internally creates the foundation for continued improvement as the organization learns what works.

Robyn’s longer-term vision is an ongoing practice of reviewing and improving how work gets done.

That requires visibility into what is changing and whether those changes deliver the intended benefit. Leaders need to assess performance, adjust workflows, and prepare employees for new responsibilities.

Internal expertise keeps that process connected. The people guiding redesign need to understand the business, work alongside employees, and respond as technology and requirements evolve.

Her approach makes employee participation part of that continuing work. The people expected to make a redesigned workflow succeed also help shape it.