Moderna no longer has individual contributors.
Every employee is now a team of five: themselves plus four AI teammates working as an Assistant, a Coach, an Expert, and a Creative Partner.
In about a year, they went from 750 custom GPTs to over 3,000 embedded across every function.
They’re launching 15 products in the next five years. With fewer than 6,000 people.
We believe a few thousand with the right AI mindset and technology can achieve the same as a traditional biopharma of tens or hundreds of thousands.
Here’s the difference between hoping people use AI vs. building an org that requires it:
Moderna gave employees the tools to create their own AI teammates. Within two months of launching ChatGPT Enterprise, employees had created 750 custom GPTs. From people doing the work, not a centralized AI team.
They redesigned the org chart. Their HR leader became Chief People and Digital Technology Officer to design work for humans and AI teammates working together. A shift from workforce planning to work planning. People first, AI forward.
The CEO expects staff to use AI at least 20 times per day.
Moderna redesigned their entire operating model around AI capabilities. The gap is cultural and operational, not technical.
This is the human + AI org transformation I’ve been working on with GTM teams. Just at a different scale and industry. It’s a human change management journey.
90% of companies want to do GenAI, but only 10% of them are successful, and the reason they fail is because they haven’t built the mechanisms of actually transforming the workforce to adopt new technology and new capabilities.
They built the change infrastructure first.
See links to a podcast, video, and an article in the comments if you’re interested to learn more about Moderna and their AI journey.