Better Hammer Syndrome: The Real Problem with AI Adoption
by Cory Haldeman, Chief Transformation Officer, Code and Theory
February 28, 2025
Here's a story that perfectly captures how companies keep misusing new technology: In the early 1980s, American companies spent fortunes on office computers—and ended up using them primarily as expensive typewriters. In the 1990s, businesses built million-dollar websites that were essentially digital brochures. During the 2000s, Fortune 500 companies invested billions in mobile apps that were just clunky versions of their websites. And today, in what might be the most powerful technological revolution of our lifetimes, companies are using AI to... write slightly better emails.
Let's call this "Better Hammer Syndrome." It's the habit of looking at revolutionary technologies and asking, "How can we do what we already do, just faster?" rather than "How can we completely transform customer experiences?" This distinction isn't about novelty—it's about leveraging new capabilities to solve customer problems previously considered impossible.
The stakes are exponentially higher with AI than previous tech revolutions. Misuse of earlier technologies wasted money or market share. Misuse AI, and companies risk far greater consequences, including ethical pitfalls, privacy violations, and lost trust.
Yet, some organizations are getting it right. Adobe's Firefly is one example. While most companies use AI to make minor improvements, Adobe took a fundamentally different approach: what if AI could empower everyone—regardless of their technical expertise—to create exceptional experiences?
This kind of reimagining is powerful but not without risks. Leveraging AI to create stunning customer experiences can be delightful. Using AI to predict sensitive personal details or make critical decisions without transparency can quickly become troubling. As businesses rush to embrace AI, they're placing significant bets on privacy, automation, and user trust.
The key question leaders should be asking isn't "How can we optimize existing processes?" but "What previously impossible problems can AI now solve for our customers?"
The winners in the AI revolution won't necessarily be the organizations with the most sophisticated technology or largest investments. Instead, they'll be the ones creatively leveraging enterprise design systems to underpin AI's potential, enabling genuinely transformative customer experiences.
As we approach Adobe Summit on March 18th, where leaders will gather to showcase what's possible with AI, consider this: Are you building a better hammer, or are you genuinely reshaping your company's future?
Cory Haldeman is Chief Transformation Officer at Code and Theory. Get in touch!
About the Code and Theory Network
The Code and Theory Network is the only technology and creative network with a balance of 50% creative and 50% engineers. Our unique makeup makes us the place where CMOs, CTOs and CIOs come together to drive results for their businesses. We partner with our clients to redefine what is possible to create lasting impact and drive long-term growth. Part of Stagwell, Code and Theory offers a global footprint and the capabilities to work across the entirety of the customer-facing journey, and implement the technology that powers it. The network includes the flagship agency Code and Theory as well as Kettle, Instrument, Left Field Labs, Truelogic, Create. Group, Rhythm and Mediacurrent. Code and Theory clients include Amazon, JPMorganChase, Microsoft, NBC, NFL and Yeti. For more, visit codeandtheory.com