Accorda Advisory LLC · Camas, Washington
I close the AI adoption gap that lives in the human layer, so the AI you’ve already paid for actually gets used, delivers measurable ROI, and doesn’t cost you the people who built your business.
Accorda works in the gap between technical implementation and leadership development, diagnosing why workable AI fails to become organizational behavior and then building the capabilities that correct it. How that works.
CHRO, CEO, COO, L&D leader, or another executive. If you are now accountable for turning AI investment into organization-wide behavior, Accorda identifies where adoption is breaking down and develops the leadership capability required to move it.
| Engagement | What it does | From |
|---|---|---|
| Consultation | Start here. Ninety minutes, a short assessment, and a written findings report you keep. It credits in full against whatever you do next. | $350 |
| Assessment and development | The main work. Find the constraint, align the leadership team, develop the capability, leave with named actions and owners. Re-scored later so movement shows in your own numbers. Scoped once the findings say what is actually needed. | $2,500 to $7,000 |
| Speaking and executive sessions | Bring the AI adoption conversation into the room. Topics and formats. | Enquire |
The range is the honest answer. What an engagement includes depends on what the assessment finds, so the exact shape gets worked out on the call rather than guessed at here. Full pricing. Standing advisory runs from $6,000 a month once the work is running.
What I do comes down to three things.
Tools are a cost.
Adoption is where the
return is created.
Organizations are investing in AI faster than executives and managers are being equipped to lead the change. That gap shows up as scattered use, conflicting expectations, and AI investments that never produce the value they were bought for.
It holds while AI is a helper. It breaks the moment AI moves into the workflow itself and starts changing who decides, who reviews, and whose judgment still counts.
“Why is everyone saying yes in the meeting, and nothing is different in the work?”
That question is the sound of an adoption stalling. Five costs, and not one of them reaches an invoice:
Who this is for
Accorda works with organizations that have a leadership team. The buyer is usually one of these:
The people developed are the executive team and the VPs, directors and managers who carry a decision from the boardroom to the floor. That is the layer where a strategy either becomes behavior or quietly does not.
Founder-led or privately owned, with managers who lead other managers. The tools are available and the organization is not moving. The constraint is the leadership team, and the question is whether they can run a company that works this way.
Diagnostics, workshops, and one-on-one development, measured going in and measured again later.
Running without a leadership team? A solo operator, where everything good still routes through one person, is a different problem with a different fix, and it has its own page here.
Almost nobody currently leading has run an organization through a shift of this size. That makes it a timing problem rather than a character problem. Why that is, and what it costs.
The work is to reframe the ecosystem so the organization can move without fighting itself, which is another way of saying build enough trust that people stop protecting themselves from the change. That means working on two things underneath the behavior: what people believe they have to protect, and what the organization actually rewards. What gets rewarded on Friday beats what was announced on Monday.
Expertise + Authority + Orchestration
= evolved C-suite executives
and managers.
It is additive. Nothing is taken from the executive or manager. Orchestration is what gets added, and it means orchestrating people and intelligent systems together.
Twelve domains, organized into four pillars. The pillars set the pace at which an organization can absorb the change.
| Pillar | What it produces | The sentence it answers |
|---|---|---|
| P People | Empowered people | “My team won’t get on board.” |
| A Adaptive Culture | A culture that moves | “We announced it and nothing changed.” |
| C Capability | Accelerated performance | “The tools are in and the work didn’t change.” |
| E Evidence | Sustainable growth | “I can’t show the board a return.” |
Somewhere in PACE is where the return is not showing up. One pillar carries more resistance or more misalignment than the rest, and until it is named the other three cannot compensate for it.
AI moves at the speed of
the pillar with the most
resistance.
See all twelve domains and what an owner says about each one
Each of the twelve domains has its own assessment and its own workshop. Nobody starts with all twelve. These three instruments tell you where to start, each answering a different question, in increasing depth.
The assessments make the gaps measurable. Workshops and one-on-one development close them.
There is also a two-minute version. Twelve sentences owners actually say, and whichever pillar collects the most ticks is the one holding you back. No email, nothing stored.
What you actually get
Start with an assessment — the Accorda Leadership Index if the question is your executives and managers, the AI Adoption Gap Diagnostic™ if the question is the organization. Either one shows you where the strain actually is. Start there, one domain at a time, rather than committing to a transformation programme up front.
The three steps below are what that looks like using the Leadership Index as the example.
| Engagement | What it is | Price |
|---|---|---|
| Consultation | Ninety minutes, a short assessment, and a written findings report you keep. The fee credits in full against whatever you do next. | $350 |
| Single domain assessment | One domain measured and reported, so you start where the strain actually is. | $2,500 |
| Full engagement | Assessment, workshop, one-on-one development, and the re-score. | $7,000 |
| Standing advisory | Ongoing, once the work is running. | $6,000 per month |
Full pricing, including the working sessions and the workshop
And if it is not a transformation at all, just one team quietly not doing something they agreed to, that is a smaller engagement. Why does a team agree to a change and then quietly not do it?
For a solo operator without a leadership team the work is different, and it is a conversation rather than a package. That version is here. Nothing starts with a proposal process.
The category standard is a university AI leadership certificate. Here is the same thing compared line by line.
| Comparison | University AI leadership certificate | Accorda |
|---|---|---|
| How long it runs | Four to six months, in a cohort. | One domain at a time, starting with ninety minutes. |
| How it closes | A certificate of completion, and a PDF of the plan the executive or manager intends to run. | The same instrument re-scored a few months later, once the workshops and the one-on-one development have had time to land. |
| What you hold at the end | An intended plan. | Movement or no movement, in your own reporting and your own figures. |
An intended plan is not an organizational behavior change. The distance between what an executive or manager committed to in a classroom and what the company actually does differently on a Tuesday is where this category loses people. The re-score is what closes it, and what keeps the AI, and the behavior around it, from quietly reverting once everyone else has gone home.
Implementation has a deadline.
Adoption has a PACE.
Accorda makes AI and cultures
that stick.
Accorda Advisory works in the gap between technical implementation and leadership development. It diagnoses why workable AI fails to become organizational behavior, then builds the executive and management capabilities needed to correct it. Implementers put the tools in place. Accorda works on the adoption layer that makes them stick after everyone else is gone.
AI That Sticks™. It maps twelve domains of organizational adoption across the four PACE pillars, People, Adaptive Culture, Capability and Evidence, which together set the pace at which an organization can absorb the change. The premise is that tools do not create transformation and adoption systems do.
Organizations that have a leadership team. The buyer is usually a CEO, a CHRO, a chief revenue officer, or whoever holds the learning and development budget, and the people developed are the executive team and the VPs, directors and managers who carry a decision from the boardroom to the floor. Solo operators without a leadership team are a separate and smaller line of work, with its own page.
Implementation puts the tools in place and has a deadline. Adoption is people using those tools consistently, in meaningful work, without resistance, and it has a pace rather than a finish line. Accorda measures where adoption is breaking down, develops the leadership capability to correct it, then re-measures so movement shows up in the company’s own numbers.
Start here
And do the people responsible for the transition have the skills to take it there? The Snapshot takes about five minutes. The call is with me directly, and there is nothing to prepare.
Not ready to talk yet
Every week or two I publish one more piece on where AI adoption is actually breaking down inside companies, built from the research and from what I see in real leadership teams. No pitch, no sequence designed to wear you down. If it stops being useful, one click and you are out.
Would you rather start with a read on your own organization? The AI Adoption Gap Snapshot™ takes five minutes and covers all twelve domains.