Most companies are approaching AI adoption in the wrong way by focusing on individual use rather than team collaboration, according to Dr. Molly Sands, head of the Teamwork Lab at Atlassian. Sands leads a team of behavioral scientists and psychologists who study how AI is changing the way people work together and help organizations redesign their work processes. Atlassian's annual State of Teams Report found a significant disconnect between AI activity and value, with many companies struggling to locate where AI pays off. The report found that 89% of executives said individuals were speeding up with AI, but only 6% could point to specific examples of clear ROI. However, 14% of teams had translated AI usage into real value, and these teams shared three characteristics: context, workflows, and culture. The winning teams built a context graph by capturing goals, decisions, and organizational knowledge in shared digital records, redesigned entire end-to-end processes, and worked under leaders who encouraged learning and experimentation. Experimentation and constraints are key to learning, and teams that imposed constraints on how they worked saw the biggest gains. Sands argued that employees figuring out AI on their own is an obstacle, and that AI working agreements can help teams decide how to use AI and what to avoid. By adopting these practices, teams can use AI more effectively, move faster, make better decisions, and produce higher-quality work. The key lesson is that AI isn't creating new management problems, but rather exposing old ones, and highlighting the importance of shared context and explicit ways of working.