How Robyn Tombacher is bringing employees into AI work redesign

In the beginning, Robyn identified a familiar gap: businesses invest in AI platforms without rethinking workflows, roles or responsibilities. Her experience of moving work between locations revealed the same limitation - changing where work happens does little if the underlying process stays the same.

Reejig resonated with Robyn because it connects the AI opportunity to the work itself. Her starting point is understanding where AI can materially improve performance, how that work needs to change and what people will need to do differently.

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 turn strategy into practical changes and refine them as they go.

As AI takes on tasks, people can take greater responsibility for evaluating outputs, applying judgment and delivering outcomes.

Robyn involves employees in designing that shift, with leaders and HR clarifying expectations, redefining roles and developing the skills people need.

The next step in Robyn’s vision is making work redesign continuous. Leaders need visibility into what is changing and whether it delivers business value.

Internal capability keeps that cycle going: reviewing performance, adjusting workflows and preparing people for what comes next.