GrowFast · Case studies
Transformation changes how a business works: how people make decisions, how knowledge moves, how technology contributes, and how performance continues through change. These stories connect Stephen Murray’s industrial and organizational experience with the possibilities of robotics, AI, and a more transferable operating model.
Explore the storiesNever Before
New capabilities change what businesses can do. They also change the decisions leaders need to make about people, operations, investment and ownership. GrowFast connects experience with emerging possibilities to help businesses determine what should change and how to make it work.
Selected releases per year, averaged within each completed period
2022–2024: 8 selected releases over 3 calendar years.
2025–2026 YTD: six further selected releases were supplied for the partial period. The exact cutoff is unconfirmed, so this period is shown as a count and is not annualized.
| Period | Count | Years | Per year |
|---|---|---|---|
| 1996–2005 | 7 | 10 | 0.70 |
| 2006–2012 | 8 | 7 | 1.14 |
| 2013–2017 | 9 | 5 | 1.80 |
| 2018–2021 | 6 | 4 | 1.50 |
| 2022–2024 | 8 | 3 | 2.67 |
Counts supplied by Stephen Murray on October 5, 2026; visualization concept by Dan Grech on October 6. The underlying release list and selection criteria have not been independently verified. This is a draft editorial sample, not a comprehensive release dataset or a measure of technological capability. The rates are not strictly increasing. No smoothed curve or forecast is inferred.
How does a business turn new capability into lasting value?
Select a value driver to explore the opportunity, the operating dependency and the evidence to look for. These are mechanisms to test in a business.
The opportunity
Faster responses, better account coverage and sales support.
The dependency
Customer knowledge, accuracy and personal trust must survive the handoff.
What to establish
Does improved response or coverage produce a measurable commercial result?
Related stories illustrate operating themes. They do not establish a measured improvement for every value driver.
What benefit reaches the business?
Whose judgment keeps it reliable?
Can someone else operate it?
Does performance hold through change?
Featured · Career-based perspective
An automated fulfillment environment brings robotics, machine learning, operational software, and people into one system. Scaling it makes organizational coordination a central part of transformation.
Explore robotics, AI and the organizationThe technology and the organization evolve together.
Robotics
Physical work
AI
Learning and decisions
People
Judgment and accountability
Coca-Cola · Career-based perspective
A reported engagement improvement from the mid-60s to the low-90s gives the story a measurable starting point. The next question is how employee feedback becomes accountable action.
Feedback matters when it changes what leaders do.
Read the transformation storyKONE · Career-based perspective
Technical operations spread across regions need a common direction and local judgment. Transformation succeeds when knowledge, responsibility and escalation remain clear as the organization grows.
A larger organization needs a repeatable way to work together.
Read the transformation storyMulti-environment transition settings · Cross-career perspective
Acquisitions, restructuring and AI adoption change expectations before every answer is known. A transformation needs a reliable way to explain decisions, resolve questions and maintain accountability.
People need a dependable way to understand what is changing.
Read the transformation storyInternational Paper · Career-based perspective
A published account of a contract extension during an acquisition shows how an industrial transaction can depend on workforce conditions as well as financial terms.
A transaction needs conditions that make continued operation possible.
Read the transformation storyHarbor Industrial Supply · Illustrative worked example
The illustrative company from GrowFast’s Demo Day deck connects operating dependencies to modeled value at risk, then shows a target scenario for improving transferability.
A transformation plan becomes useful when the exposure and the evidence are visible.
Read the transformation storyThe changing context
As AI and robotics become more widely used, businesses need to establish how the new capability works, who owns it, and whether it can continue through change. These industry charts set the context; each story examines the operating response.
Industry context · animated survey data
Respondents reporting organizational use (%)
2025: 88% reported overall AI use; 79% reported regular generative AI use. Playback shows reported annual observations.
Stanford AI Index 2026, Economy, Figure 4.3.1; McKinsey survey ↗| Year | AI overall | Generative AI |
|---|---|---|
| 2023 | 55% | 33% |
| 2024 | 78% | 71% |
| 2025 | 88% | 79% |
Self-reported survey results. Generative AI is a subset of overall AI. Adoption does not establish business impact. Lines connect annual observations; no intermediate measurements are implied.
Industry context · physical automation
Around five million industrial robots were operating globally in 2025. This is installed operational stock, not annual sales or the share of businesses using robots. It is a manufacturing context chart, not a count of Ocado’s fulfillment bots.
IFR: World Robotics 2026, operational stock in 2025 ↗| Year | Million robots |
|---|---|
| 2023 | 4.282 |
| 2024 | 4.664 |
| 2025 | 5.000 |
Who holds the knowledge, makes the decisions and carries the relationships?
How do responsibilities, information and workflows change?
What demonstrates that the capability works and can continue?
Career stories draw on Stephen Murray’s experience before GrowFast and published sources. Proposed AI approaches are labeled within each story. Harbor is an illustrative worked example. Company names do not imply endorsement or a GrowFast client relationship.
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