Mapping AI People Strategy (MAPS)
Artificial intelligence is advancing faster than many organizations’ ability to adapt their work, talent, and workforce planning. While companies are accelerating the identification and deployment of AI use cases, there is still a challenge in translating that momentum into concrete decisions about activities, roles, skills, and talent.
Mapping AI People Strategy
In this context, the focus is no longer simply about deploying technology. The real issue is anticipating how work evolves and preparing the organization to lead that change while capturing the true value of AI.
At Management Solutions we have developed MAPS, Mapping AI People Strategy, a methodology that turns AI adoption into actionable decisions for people and organizational evolution.
What is MAPS?
MAPS translates AI use cases into their actual impact on work, placing People at the center of the transformation from the outset.
The methodology is based on a simple premise: AI does not transform entire jobs, but rather specific activities which, when aggregated, ultimately redefine roles, responsibilities, and ways of creating value.
By analyzing activities, it is possible to objectively assess where efficiency gains can be generated, which knowledge and skills are becoming more relevant, and what implications AI adoption will have for the organization.
The MAPS Methodology
MAPS structures the analysis into four integrated modules that enable organizations to move from AI use cases to concrete people-management decisions.
First, a detailed view of the organization is developed, identifying key areas, functions, roles, and activities.
Next, the methodology assesses how AI automates, augments, or transforms those activities, estimating different adoption scenarios and their potential effects.
This analysis is then translated into implications for roles, skills, and future needs, identifying opportunities for mobility, upskilling, reskilling, and efficiency gains.
Finally, governance and monitoring mechanisms are established to capture the value generated and expand the approach sustainably.
From impact to decision
One of MAPS’s key differentiators is its ability to translate AI analysis into concrete people-management decisions.
The capacity unlocked can be leveraged through internal mobility, reskilling, natural turnover, or realizing efficiency gains. At the same time, organizations can anticipate emerging needs and define actions to develop or acquire the capabilities required where they are needed.
In this way, AI is no longer approached solely from a technological perspective but becomes a genuine lever for organizational transformation.