Over the past five weeks, we been running an ‘AI Month’ across our 700-person Builders organization.

Not a hackathon.

Not a side project.

But an org-wide effort to fundamentally change how we think about and work with AI – not someday, but now.

This wasn’t our first AI initiative. But it was a turning point: a deliberate effort to reimagine how we operate, across every team. Getting such a large organization to adapt meaningfully – not just by experimenting, but by changing how it thinks is a different kind of challenge.

We weren’t looking for flashy prototypes. We were looking to build a shared mental model that would stick, one that would shape how we define problems, ship products, and scale innovation long after the month ended.

So, we said “let’s go!” and immediately the fears started to kick in:

• What about the roadmap?
• This will create chaos!
• How can we make sure there’s no duplication of efforts?

Change is always hard, especially when our day-to-day is as packed as it is, with not a single minute to spare but we all felt that not taking a risk is the biggest risk of all.

We set the following ground rules:

1. It’s not a trade-off with the roadmap – let’s think about how we can actually accelerate our goals. We conducted leadership reviews for every team – not to track progress, but to challenge thinking. We asked: “Is AI changing how you define and solve your problems?”
2. Zero blockers – want to try a new tool? You’ll get access the same day, zero bureaucracy (this was hard to achieve, but super important).
3. Safety to move fast – we encouraged independent efforts, even duplicate ones. Speed now, alignment later.
4. A culture of boldness – we explicitly invited teams to work on their riskiest back-pocket ideas.
5. There’s no option of going back – lean in and believe, even if it doesn’t work on the first (or second, third…) try. We’re creating a new reality.

The next five weeks were simply ecstatic, packed with:

• Weekly lectures by internal AI champions; not theory, but real use cases and workflows they already used.
• Hands-on training and workshops led by peers; turning curiosity into capability.
• Weekly demo sessions, with an overall 127 (!) submissions – one simple rule: show what’s live, what failed, and what you learned.

And there were, of course, countless frustrating moments when things didn’t work out, where we needed to learn, retry, and repeat.

The early results surprised us – not just in numbers, but in mindset.

Here’s a small taste:

• AI-assisted PRs grew from 50% pre-AI Month to 90%
• 71 working demos – not mockups, but real tools already in use
• Estimated work on one of our biggest projects – splitting the monolith client code – reduced from 407.5 (!) man-weeks (7.8 years) to just 20.5 man-weeks.
• We reduced actual handling time of complex tickets in automations by 50%

But more than anything, we left with a new way of working. An operating system that embraces speed, encourages experimentation, and challenges our assumptions about what’s possible inside a large tech org.

Results aside and above all, it’s about our team – I feel so proud, humbled, and grateful seeing our teams working together with such a unique energy and passion, taking risks, bringing everyone’s creative minds to the challenge, with a great winner’s attitude, and achieving such remarkable things.

Thank you, team – this is the essence of why I love what I do.

So what’s next?

AI Month is over. But it reshaped how we think about building, scaling, and innovating at monday.com.

Now, there’s a huge challenge that awaits: making this our new normal.