- Digital workplace and collaborationEnterprise-scale collaboration platforms, including Microsoft 365, and the services around them.
- Enterprise AI adoptionGenerative AI and Copilot: readiness, rollout, governance and adoption.
- Governance, security and data protectionKeeping collaboration and AI usable, compliant and safe at scale.
- Technology portfolio and economicsRunning a substantial technology budget: licences, suppliers and value for money.
- Organisational changeMoving large, distributed organisations to new ways of working.
- Leading teamsMultidisciplinary teams of employees and partners, across executive stakeholders.
ABOUT
Perspective shaped by operating reality.
I’m Jens Marions. I work on how large organisations adopt technology — and increasingly on how artificial intelligence changes what those organisations are.
Portrait to come.
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My work has centred on leading global collaboration and digital workplace capabilities inside a large multinational enterprise: the platforms, governance and change programmes that shape how people across a global organisation work together every day.
That role has put me close to enterprise AI adoption, including generative AI and Microsoft Copilot. It has also shown me how much of the value of any technology depends on things outside the technology itself: decisions, incentives, habits and accountability.
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What enterprise work taught me
Three lessons from the inside shape how I think about AI-native organisations.
- Adoption is not the finish line.Usage tells you whether people use a tool. It doesn’t tell you whether the organisation is better off. The gap between the two is where most value is won or lost.
- Governance is design work.Rules about data, access and accountability decide what a technology can actually do. Treated as an afterthought, they slow everything down; designed in, they let people move faster with confidence.
- Economics decide what lasts.Initiatives survive when someone in the business owns the value case and can show the result. Technology functions can enable that; they can’t own it alone.
What I’m exploring now
- AI-native operating modelsWhat changes in structure, roles and decision rights when AI does part of the work.
- Measuring the value of AIHow leaders can tell productivity from return, and activity from outcome. Where Is the ROI? is a first essay on this.
- Human and AI collaborationWhere judgement should stay with people, and how to design the hand-offs.
About this site
My enterprise leadership work is where this perspective comes from. Independent advisory is a newer, deliberately focused part of what I do: helping a small number of leadership teams think through what AI means for their operating model. This site is where the two meet. The views here are my own.
Get in touch
If these questions are on your agenda, I’d be glad to compare notes.