You have to break it to remake it.

Three teams that threw away their old systems to work AI-first.

Not AI-assisted. Not "we gave everyone Copilot." Threw away the process and started over.

There's a surgery called an osteotomy. When a bone has healed wrong, it's functional enough to walk on but misaligned the only fix is to re-break it, set it correctly, and let it heal from scratch. You can't correct the alignment from the outside.

Most workflows are that bone. They healed around fax machines, email chains, weekly standups, and quarterly planning cycles. Layering AI on top doesn't fix the alignment. It just makes the limp a little faster.

What does organizational osteotomy look like?

CREAO AI is a 25-person company now shipping to production eight times a day. Two months ago, CEO Peter P. dismantled the entire engineering workflow — planning, QA, deployment, bug triage — and rebuilt it around AI doing the work. When a bug surfaces, an AI system clusters the errors, scores severity, and opens the investigation ticket before any human touches it. Engineers validate and approve. A two-week period that used to produce zero production releases now averages three to eight deployments daily.

JPMorganChase broke their Legal review process. They built COiN to read commercial loan agreements. Not summarize them. But give an initial Legal review, extracting key terms and attributes in seconds. They saved 360,000 hours a year and focusing the Legal team's attention where it's needed most. First pass is the machine's job. Judgment is theirs.

Moderna is a famous breaker. They've been looking at every business process (think: Legal, Research, Manufacturing, Commercial) and re-breaking every single around with AI. In product development, they used to spend weeks drafting 300-page Target Product Profiles and building evidence packages. Now the clinical team does judgment. AI does the assembly.

McKinsey & Company's 2025 State of AI found that companies with the strongest returns didn't add AI to existing processes — they rebuilt workflows around it. Those high performers are nearly 3x as likely to have fundamentally redesigned how work gets done. Only 6% of organizations are there.

To do this right, you have to become a regular bone breaker. Fix engineering and planning becomes the constraint. Fix planning and legal review is next. Fix one bone, and the gait shifts load to the next.

Break it. Remake it. Repeat.