Share with your CHRO
GSE Worldwide, a sports and entertainment agency managing more than 275 clients across talent representation, events, and brand consulting, is betting that workforce capability, not software deployment, is the real AI advantage. The agency has partnered with Extraordinary AI, an advisory firm specializing in enterprise AI adoption, to run a structured, cross-functional program that combines AI literacy training, hands-on workflow design, and governance planning. The engagement culminates in a custom AI roadmap with role-specific training, phased implementation, and principles for responsible use across every division.
What this means for your business
The story here is about where AI investment is actually landing in relationship-driven, creative-services firms. GSE is not buying a platform or deploying an agent suite. It is paying an advisory firm to build internal AI fluency, the organizational muscle to design workflows rather than just consume them. If your company is in professional services, media, or any industry where client relationships are the product, this is the pattern worth watching, because the firms that build AI capability into their people first will carry that advantage regardless of which AI tools win the infrastructure battle.
The approach Extraordinary AI describes, teaching employees to build their own AI-driven workflows rather than handing them pre-built solutions, is a deliberate hedge against dependency. The recurring failure mode in enterprise AI adoption looks like this: a vendor installs a solution, trains a small technical team, and leaves the broader workforce untouched. When the vendor relationship changes or the tool underperforms, the organization has no internal capability to adapt. GSE is explicitly trying to avoid that trap, which suggests its leadership understands that AI governance and AI literacy are workforce architecture decisions, not IT procurement calls.
The CHRO who sees this only as a training program is misreading it. Embedding AI capability across every division changes job design, performance expectations, and eventually headcount rationale. The real decision this story reframes is whether your current AI investment is building organizational capability or just buying access. If the answer is the latter, and your vendor relationship ended tomorrow, ask how much of that capability your people could actually carry forward on their own.
Based on reporting from GSE WORLDWIDE PARTNERS WITH EXTRAORDINARY AI TO ACCELERATE ENTERPRISE-WIDE AI STRATEGY AND INNOVATION, originally published 2026-07-22 13:18:00.
