Edward Morris, a Forbes contributor and the first LinkedIn Prompt Top Voice in Engineering, explains why the biggest bottleneck in AI adoption is not the technology, but the people who use it.
— About Edward Morris
Edward Morris didn’t come into the world of artificial intelligence through his front door. He didn’t have a degree in computer science. There are no Silicon Valley accelerators or cozy apprenticeships inside multibillion-dollar technology companies. Morris started out as a journalism student and never lost his passion for writing. To most people, this would seem like an unlikely starting point for one of the top innovators in AI and one of the most technological industries on the planet. Morris decided to call it an unfair advantage.
Today, Morris Enigmaticais a UK-based AI consultancy specializing in rapid engineering, generative AI implementation, and practical AI systems for organizations. He is a Forbes Contributor, a member of the Forbes Business Council, the first LinkedIn Top Voice in Prompt Engineering, and ranked in the UK’s Top 10 AI Influencers.
In 2024, his work was featured on the front page of the Financial Times. In 2025, he was featured in Forbes magazine almost every month. In 2026, he was invited to the official commemoration of the United Nations’ 80th anniversary to discuss the future of peace, conflict, and AI with UN Secretary-General António Guterres, UN General Assembly President Annalena Barbock, Attorney General Hamer, and the Duchess of Edinburgh.
But Morris isn’t interested in selling AI as magic. He believes that the biggest story of AI is not the machine itself, but the people standing in front of it.
“The biggest bottleneck in AI adoption is not technology,” Morris says. “It’s the people who use it.”
global purchasing speed
Through Enigmatica, Morris has worked across pharmaceuticals, human resources, law, education, charities and the public sector. His work includes AI adoption programs, rapid engineering systems, AI agents, governance support, rapid defense, and corporate training. He has worked with teams associated with OpenAI, Microsoft, Google, Mercedes-Benz, and the Ukrainian government.
Despite the scale of deployment, Morris says the same patterns emerge over and over again.
“Most organizations don’t lack AI tools,” he says. “They lack AI capabilities.”
In his view, companies don’t need another dashboard. You need employees who can define outcomes, configure prompts, test outputs, challenge assumptions, protect sensitive information, and understand when not to use AI at all.
Morris argues that much of what AI transformation requires is, in his words, “software distribution with better branding,” expensive deployments that produce overwhelming results, a few internal champions that produce outstanding results, and everyone else hoping for miracles.
For Morris, this is where rapid engineering becomes commercially important. He believes there is a widespread misconception that this field is just about learning how to ask better questions within ChatGPT. For him, it’s entry level.
According to him, prompt engineering is the discipline of designing the instructions, context, constraints, examples, workflows, reasoning structures, evaluation criteria, and guardrails that shape what an AI system actually produces. “There’s always some form of prompting, some direction,” Morris says. “The quality of those instructions determines the quality of the results.”
“We can give carpenters, artists and everyday people a hammer,” he says. “Each swing produces something different.”
Authors who have stepped into AI
Morris believes that his writing background has been a central factor in his rapid progress in the field of AI. He says journalism teaches people to ask sharper questions, challenge assumptions, cut through the noise and communicate clearly, and these skills are now essential for AI.
“Journalism requires you to use language in a certain way,” Morris says. “It also gives you a knack for systems thinking and, in my case, a somewhat unhealthy obsession with AI.”
This combination has given him a unique position in an industry often dominated by purely technical opinions. Morris doesn’t deny technical expertise. His point is that technical knowledge alone is not enough. He argues that AI implementation will fail if organizations treat AI as an IT deployment rather than an upgrade to human skills and capabilities.
Morris believes that successful implementation depends on communication, workflow design, governance, behavioral change, risk awareness, and decision-making, and describes agile engineering as a newfound business literacy rather than a specialized skill.
He calls it “the new Excel.” “Except this time, the spreadsheets can fight back, hallucinate from time to time, and quietly reorganize entire departments.”
Get started with AI without any technical background
Before implementing AI, Morris worked at Murray’s Health and Beauty. He still speaks warmly about this role.
“This was my last full-time job,” Morris says. “Honestly, I loved it. The people were great. Even towards the end, they were incredibly supportive of what I was trying to do.”
At the time, generative AI was beginning to explode into the public sphere. While many people treated tools like ChatGPT as a novelty, Morris was obsessed with what they could eventually become.
“I was still working there in 2023 and realized I had a true calling for AI,” he says. “I didn’t come from a software engineering background. I came from a writing and communications background.”
After work, Morris spent countless hours experimenting with AI systems, often taking the tools far beyond everyday use.
“I continued to use the same writing skills that I used every day and applied them to the AI project,” he says. “I was building everything from agents to early prototypes of inference systems. At one point I had five ChatGPT accounts because I kept hitting my usage limit every day.”
His advice for those without a technical background is direct. “Use the tools. Always experiment. Try things that seem silly or overly ambitious. Many people wait for permission before they start building.”
human bottleneck
Morris believes that prompt engineering has already evolved far beyond chatbot prompts, extending into agent design, workflow automation, governance, assessment frameworks, and operational guardrails. AI is no longer just a browser tab that employees open from time to time. It is increasingly integrated into the fabric of organizations.
“The more AI is involved, the more human direction becomes important,” Morris said.
Before asking a machine to do something, a person must define a goal. They need to test output, identify hallucinations, protect sensitive information, and understand where automation truly helps and where it becomes a problem.
In Morris’ assessment, companies tend to underperform when using AI because they implement it poorly. “They buy tools before they define the problem; they train employees on functionality rather than workflow; they pursue automation before they understand the process,” he says.
That’s why Morris argues that introducing AI should be treated as a human transformation project, rather than a software deployment. “Skilling up, changing workflows, communicating, making decisions,” he says. “None of it is a technical problem first of all. It’s a human problem, and that’s exactly what Enigmatica has been solving.” In his view, the organizations that will benefit the most from AI will not necessarily be those with the most tools, but those with the clearest strategy.
what’s next
Alongside upskilling and consulting, Morris is currently preparing to launch a service that will ease the implementation and deployment of AI in consideration of OpenAI and Anthropic’s forward deployment engineers.
About Edward Morris
Edward Morris is the founder of Enigmatica, a UK-based AI consultancy specializing in rapid engineering, generative AI deployment, and practical AI systems for organizations. For more information, please visit: enigmatica.co.jp or contact us edward@Enigmatica.co.uk.
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