Artificial Intelligence at Work: Momentum Grows, But Gaps Remain
The following contribution comes from the BCG (Boston Consulting Group) website.
The authors are:
Vinciane Beauchene, Managing Director and Partner, Paris
Sylvain Duranton, Managing Director and Senior Partner, Global Leader, BCG X, Paris
Nipun Kalra, India Leader, BCG X, Mumbai
David Martin, Managing Director and Senior Partner, Global Leader of People and Organization, Dallas
AI is no longer a distant promise. Leaders and managers have integrated it into their daily work routines. However, frontline employees have not fully embraced it.
While more than three-quarters of leaders and managers report using generative AI (GenAI) several times a week, its regular use among frontline employees has stagnated at 51%.
This gap emerges at a crucial moment for the development of AI. Companies are realizing that simply introducing AI tools into their existing work methods isn’t enough to unlock their full potential. True transformation—and the value it generates—occurs when companies go further and redesign their workflows from start to finish.
Redesigning Work
Half of all companies, primarily those in financial services and technology, are moving beyond productivity strategies (Implementation) to redesign workflows (Restructuring).
These findings come from BCG’s annual global survey on AI at Work, conducted with employees. (This year’s survey covers 11 countries and regions and more than 10,600 leaders, managers, and frontline employees.)
Bridging the Frontline Adoption Gap
Companies’ ability to restructure workflows depends heavily on the engagement of frontline employees. The survey suggests ways companies can help these employees overcome the limitations of AI.
Provide Leadership Support
When leaders demonstrate strong support for AI, frontline employees are more likely to use it regularly, enjoy their work, and feel satisfied with their career path.
For example, the percentage of employees who have a positive opinion about GenAI increases from 15% to 55% with strong leadership support. Only about a quarter of frontline employees report receiving such support.
Provide the Right Tools
When employees lack the AI tools they need, more than half say they will seek out and use alternatives anyway. This leads to frustration, security risks, and fragmentation. efforts.
Provide adequate training.
When companies train their employees in AI, they are more likely to become regular users and trust the technology.
Regular usage is considerably higher among employees who receive at least five hours of training and have access to in-person training and mentoring.
Only one-third of employees report having received adequate training.
Benefits of Workflow Restructuring
Companies that actively restructure their workflows with AI benefit in many ways that generate value for the organization. Their employees save significantly more time than those in companies where the technology is less integrated into the workday. Furthermore, employees’ decision-making becomes sharper, and they work on more strategic tasks.
These results don’t happen by chance. Companies undergoing restructuring are better at tracking the value created by AI. They dedicate more time to training their employees, and these employees are more likely to report that their leaders support them.
However, this transformation is not without its challenges.
Employees in organizations undergoing a comprehensive AI-driven redesign are more concerned about job security (46%) than those in less advanced companies (34%). And leaders and managers (43%) are much more likely to worry about losing their jobs in the next ten years than frontline employees (36%).
In other words, the work to allay employee fears is ongoing. Appropriate training and skills development can help reduce employee concerns.
AI Agents
AI Agents: Their Implementation Has Not Yet Reached Its Potential
AI agents—intelligent digital assistants capable of learning, reasoning, and independently managing complex tasks—have generated considerable excitement.
However, the survey reveals that they are still in their infancy. Only 13% of employees perceive them as deeply integrated into their daily workflows. Barely a third of employees understand how these sophisticated tools work. Interestingly, when workers are well-informed and familiar with AI agents, apprehension transforms into enthusiasm. Employees begin to see them less as threats and more as collaborative partners that enhance their work.
What does the future hold for AI in the workplace?
The survey reveals companies’ progress in introducing and integrating AI. But it also exposes concerns, primarily about job security.
As in the past year, the survey reveals that the more employees use AI, the greater their concerns become. This represents a familiar challenge in other technological transitions, notably from steam to electric power.
The path from AI adoption to impact is fundamentally about redefining collaboration between people and machines.
Companies committed to this transformation understand that the true power of AI lies in smarter ways of working. When implemented correctly, employees not only adapt but thrive. Here’s how to get started:
Stop underestimating the importance of training. Invest in the appropriate levels of time, resources, and leadership support.
Measure the value you generate with AI through improvements in productivity, quality, and employee satisfaction.
Invest in your people to redefine workflows and leverage the value of AI. Anticipate the technology’s impact on work, employees, and the workforce. Develop training and reskilling capabilities to support AI implementation.
Rigorous experimentation with agents to accelerate the learning curve. Monitor the impact and potential risks through A/B testing.
The Human Factor Remains Essential: The Future of Work in an AI-Driven World
The following contribution comes from the Korn Ferry website, which defines itself as follows: Korn Ferry is a global consultancy that drives performance. We unlock the potential of your team and unleash transformation across your enterprise, synchronizing strategy, operations, and talent to accelerate performance, drive growth, and inspire a legacy of change. That’s why the world’s most innovative companies in all major sectors trust us: because of our shared commitment to lasting impact and the bold ambition to Go Further.
The author is Jean-Marc Laouchez, President of The Korn Ferry Institute, New York (North America).
A new Korn Ferry survey offers valuable insights into the impact of AI on the future of work and human capital.
In today’s world, artificial intelligence (AI) stands as a major catalyst for change, transforming the landscape of business operations and the future of work. More and more CEOs are recognizing the potential of AI to boost internal productivity and operational efficiency.
While the AI market is relatively young, its growth trajectory promises a paradigm shift in business models and strategies. However, within this transformation, humans continue to play a fundamental role.
As with any emerging technology, AI is a disruptive force that, in many ways, will revolutionize the market. But one thing remains constant: the difference between success and irrelevance lies in an organization’s ability to adapt to change.
240 CEOs surveyed
To better understand how leaders are preparing for digital transformation, Korn Ferry surveyed more than 240 CEOs and senior executives from medium-sized and large companies around the world.
Thanks to their responses, we now have not only a clearer view of AI’s impact on the future of work, but also of whether organizations are prepared for the changes ahead. And more importantly, we were able to gain valuable insights into how AI will affect human capital: Will people still matter, or will automation leave them jobless?
Let’s see what these leaders had to say.
The digital transformation of businesses is inevitable.
Over the next 12 to 24 months, we anticipate that CEOs will focus significantly on integrating AI solutions to boost performance and reduce operating expenses.
While AI is still in its early stages, and most companies are considering or testing the technology, we see strong indications that its integration will soon become a strategic necessity, rather than a novelty.
In fact, more than 82% of the CEOs and senior managers surveyed believe that AI will have a significant impact on their businesses, and 73% are closely monitoring the technology for potential negative effects on their companies.
As a result, companies are making structural and operational changes to adapt to the advancements in AI. Many of these changes are occurring at the business line level or through cross-functional teams.
Given that a large majority of CEOs and senior executives plan to increase their investment in AI-related strategies by up to 50%, it is clear that AI integration is shifting from a peripheral consideration to the core of business strategy.
Furthermore, over 33% of the senior executives surveyed say they are already experimenting with ways to leverage AI to boost productivity and operational efficiency.
On the other hand, a quarter indicate that they are heavily focused on integrating AI into their products and services to achieve a better market position against the competition.
The Role of Humans in the Future of AI
Even as AI becomes a formidable force in business, humans will continue to play a fundamental role.
There is a consensus among CEOs that, while AI will automate many tasks, humans will continue to play a fundamental role in decision-making based on the information provided by AI; more than 37% of senior executives surveyed believe that there will be collaboration between people and AI in the future.
Therefore, the focus is shifting from performing routine tasks to leveraging human cognitive capabilities for decision-making, strategic planning, and creative thinking.
However, this transition is not without its challenges. Most CEOs agree that their workforce is not fully prepared for the integration of AI, suggesting the need for significant training and reskilling initiatives.
Almost 44% of respondents believe that employees will need to develop new skills to thrive in the AI-driven business environment.
The integration of AI also requires a meta-competency for change management, learning agility, and adaptability.
This meta-competency, inherent in human beings, allows employees to adapt to new contextual situations through skills such as emotional intelligence, trust building, and empathy.
Bridging the Transformation Gap
Despite the clear need to prepare the workforce, many CEOs lack specific plans to help employees adapt to AI.
When asked what the biggest obstacle to AI integration was, 40% of respondents cited a lack of AI-related knowledge and skills in their HR team, while approximately 13% pointed to employee resistance to change management issues.
Another 27% stated they were unsure. Given these figures, the primary focus should now be on planning and implementing an effective transformation program that reduces the gap between leading a company prepared for change and one that doubts its ability to survive this level of disruption.
Lack of Preparedness to Integrate AI
While leaders recognize the potential and benefits of AI, their uncertainty reflects a lack of preparedness within their organizations to fully integrate it. Overcoming this gap requires concerted efforts in staff training, fostering an AI-friendly culture, and developing integration strategies.
A transformation program must encompass not only technical training but also the ability to leverage AI tools for strategic planning, decision-making, and creativity.
It is crucial to foster an organizational culture that views AI as a collaborator, not a competitor. This means promoting a mindset where AI is seen as a tool that enhances human capabilities, freeing up time for higher-value tasks.
AI and Humans: Collaborators in a New World
The rise of AI in business is imminent and unstoppable. After all, AI promises immense potential for business growth, efficiency, and innovation.
But it is essential to remember that AI and humans do not compete in this new world; rather, they are key collaborators. Humans will continue to play an indispensable role in the workplace, applying their unique cognitive abilities to enhance AI capabilities.
As companies move forward on their journey to AI integration, they must focus on developing comprehensive strategies that encompass this integration, workforce training, and the creation of an AI-friendly culture. Together, humans and AI can redefine the future of work and ensure success in an AI-driven world.
Learn more about Korn Ferry’s business transformation capabilities.
The Future of Work Remains Ultimately Human
The following contribution comes from the “Global Network for Advanced Management” portal.
The author is Gong Yaping, Professor and Director of the Department of Management at the HKUST Business School.
The development of increasingly sophisticated artificial intelligence raises many questions for both employers and employees, but the future of work is ultimately human, says Gong Yaping of the HKUST Business School.
Almost daily, the media refers to buzzwords like Artificial Intelligence (AI), machine learning, and other 21st-century technologies. AI refers to machines capable of performing tasks intelligently.
In machine learning, we allow machines to access data and learn on their own. These emerging technologies generate excitement and unease, hopes and fears, and will create winners and losers.
Both academics and practitioners are curious about the future of work in a world of AI,
machine learning, big data, and digital technology.
However, predictions about the future are often inaccurate and frequently simply wrong. Therefore, I will not venture to make predictions.
Instead, I will raise potential implications and questions in the field of human resources and labor relations to encourage discussion.
What will emerging technologies mean for skills and competency requirements?
Some technologies will devalue certain skills and competencies (e.g., physical skills, logical reasoning, and rule-based decision-making), while others will increase the demand for specific areas (such as emotional intelligence, foresight, and creativity). We must move up the pyramid of human skills and competencies to compete in the new world.
Emotional Intelligence
Will AI possess human emotions and emotional intelligence? I think not, and I don’t believe it will.
AI enthusiasts want to create an AI with emotional capabilities, but so far their success has been very limited. If AI were to come to dominate the future of work, empathy would remain the last human trait to endure in the workplace.
Human beings are empathetic and caring, and we don’t act solely based on cold data and logic.
Research shows that emotions can promote ethical decision-making.
AI is limited precisely by its lack of human emotions.
Research shows that general mental ability, or intelligence quotient (IQ), has the strongest predictive validity for job performance.
Will emotional intelligence become a key competitive advantage in the future era of AI and robotics?
Once intellectual skills, such as logical and analytical thinking, are readily available to everyone thanks to AI, emotional competencies will become valuable and in demand.
Ironically, we may have fewer opportunities to work with real people and, therefore, to develop human emotional intelligence, which will make these human competencies even more valuable. On the other hand, human beings crave affection, social connections, and so on—needs that are hardwired into our genes and unlikely to change. Because human needs are so complex to understand and satisfy, truly human qualities, such as empathy, will become increasingly valuable.
Does AI have predictive capabilities?
Probably not, at least not of the kind that cannot be extrapolated from historical data. AI does what humans «train» it to do, often only specific tasks.
AI and machine learning operate based on algorithms and historical information. Despite their ability to discover patterns in data, AI is not capable of «imagining» or «seeing» possibilities beyond what is possible based on existing data.
Humans, on the other hand, can predict and, over time, create possibilities that go beyond existing data. Thousands of years ago, Chinese scholars had the vision to imagine the possibility of traveling to the Moon, a possibility that historical data and the technology of the time did not allow.
Creativity
Logical thinking and rule-based decision-making will no longer be exclusive to humans, as these processes can be integrated into algorithms, allowing machines to be programmed to execute them.
Machines perform them even better thanks to their greater processing power. For example, with the help of a vast base of precedents (cases) and regulations, and powered by superior processing capabilities, AI can provide more accurate and faster legal advice than a lawyer.
Creative skills, which don’t follow fixed rules or algorithms, will become increasingly important in an AI-dominated world.
Is AI capable of being creative?
Yes, but currently its capacity is limited. AI operates according to algorithms and reinforces existing patterns in its data. AI can create many things, some of which might seem creative, but everything is based on existing data and nothing more.
Human creativity, on the other hand, can go beyond data and historical patterns. The limited creativity of AI is, in reality, a consequence of human creativity: we train AI to «create» from algorithms and the data we provide it. Human creativity shapes AI, but it also helps us to surpass it. In a race against AI, humans must necessarily stay one step ahead.
The human brain is complex and not yet fully understood.
AI will not replace truly human skills and competencies unless scientists fully understand how the human brain works and program machines to do the same.
The fundamental question is: «Should scientists create machines that replicate and even surpass the human brain?» We must have a legal and ethical framework in place before moving forward on this path.
In short: we create machines as tools to promote human well-being, not as another species to replace humans.
What does this mean for wage inequality?
The increased importance of creativity also means that wage inequality will likely increase in the age of AI. We simply cannot make everyone creative.
Essentially, only 5% of ideas are considered creative. We will see a smaller percentage of employees capable of performing the most important, but less frequent and higher-level, intellectual tasks. In a competitive market, this means that a smaller percentage of employees will appropriate an ever-increasing share, leading to ever-widening income inequality. How do we distribute wealth in an AI-driven world where significant wealth is generated but concentrated in the hands of a few? Market mechanisms, with their inherent imperfections, will not be precise enough and will likely reinforce and widen wealth disparity.
What does this mean for labor relations?
In a traditional employment relationship, an employee provides physical and/or intellectual labor, and the employer provides wages, benefits, and job security, among other things.
The rise of digital technology has given rise to digital platforms. Examples include ride-sharing platforms like Uber and DiDi, which connect drivers with passengers.
Until now, research has focused on the efficiency and optimization of these platforms, not on workers or their well-being.
With digital technology transmitting information in real time and transparently, it is tempting to conclude that the market will be efficient and, therefore, maximize benefits for all parties, including workers.
But is this true?
Certainly, technology-based digital platforms offer more opportunities for workers and allow for more efficient use of resources.
They also challenge traditional concepts of labor relations, including employee benefits and protections.
A crucial question is: «Who is the employer?» The customer? Certainly not. In the case of Uber or DiDi, the customer pays the taxi fare but is not responsible for benefits such as pension, health insurance, or workplace safety.
Is the platform then responsible? Again, depending on the nature of the platform, it can perform quasi-management functions (e.g., recruiting and evaluating workers) to varying degrees, often through automated algorithms.
The platform makes a profit by charging a commission but does not provide the aforementioned benefits or protections (e.g., workers’ compensation) offered by traditional employers. Nor do they provide training or development for workers.
In fact, some platforms explicitly state that they are not employers, but rather facilitators or communication platforms. Uber or DiDi drivers have a strong incentive to work, as they are essentially paid per piece. They may enjoy greater freedom than other workers—they can choose to accept or reject an opportunity to earn money—but they forgo benefits and protection, at least at the current stage of development, by working for these companies.
Technology also has implications regarding power.
Platforms often decide who should receive a job opportunity through automated performance reviews and closely monitor workers, sometimes to an uncomfortable degree.
These systems can exert substantial control over workers. Driven by technology, platforms can rapidly achieve massive, global scale at a speed unattainable for traditional businesses.
This implies asymmetrical power, where platforms have far more power than workers. The question is how to balance this power to ensure fairness, in addition to efficiency.
What does this mean for the Human Resources profession?
Historically, HR professionals have played a predominantly administrative role.
Thanks to technological advancements, they can finally free themselves from much of their tedious administrative work. For example, they can use digital technology to streamline payroll administration and provide real-time performance feedback.
They can also use technology to facilitate non-administrative work. For example, AI can assist recruiters by administering a series of tests and conducting initial assessments based on minimum scores.
HR professionals can then dedicate their valuable time to more strategic activities—those that truly generate value and achieve a competitive advantage for their organization.
Technology can even help HR professionals perform their strategic role more effectively.
For example, with the support of AI and big data analytics, they can better identify performance issues and design solutions. However, they must utilize their deep theoretical and theoretical HR knowledge. HR, their empathy, creativity, and imagination are essential for making sound decisions and designing effective solutions.
Data needs a human approach to be useful. Otherwise, it will be misleading.
In short, empathy is key to understanding employee needs and challenges; creativity is key to designing effective solutions; and AI and big data analytics provide the necessary tools.
Corporate HR functions will become increasingly important precisely because they work with people and require deep and irreplaceable human skills.
The future is just around the corner. Are you ready? Prepare yourself before things become clear!
Hong Kong University of Science and Technology Business School, Hong Kong Special Administrative Region, China
AI will devastate the future of work. But only if we let it.
The following contribution comes from Time magazine’s website. It is written by Gary Rivlin, a Pulitzer Prize-winning investigative journalist and, most recently, author of AI Valley: Microsoft, Google, and the Multibillion-Dollar Race to Profit from Artificial Intelligence.
“Be an electrician,” I tell my teenage children. “Be a plumber.” Artificial intelligence will reach virtually every job sector, but it will be a long time before machines crawl under sinks or install cables through walls.
The perspective from the cutting edge of AI is daunting. More than two years immersed in this world have left me stunned by the profound changes that are about to shake the global job market. An economic earthquake is coming that will forever alter the human work landscape; yet few in power acknowledge what is happening, let alone do anything about it.
The problem is that we often overlook the essential when we think about how AI will influence the future of work.
The key question isn’t whether AI will transform our economy—it will—but whether we will harness it to enhance human talent rather than simply replace it.
Will we seize this moment to create more rewarding jobs and shared prosperity, or will we allow its benefits to accrue primarily to those who control the algorithms?
There is no immutable law that says automating work means eliminating human workers.
However, the displacement is already underway.
Voice actors, for example, are seeing their profession disappear as AI models, trained on countless hours of human audio, can generate natural voices at a much lower cost.
Illustrators face the same fate: commercial clients are abandoning $500 custom drawings in favor of AI-generated images in seconds. The reliance on AI for video game development has already led to mass layoffs in that sector.
All technology destroys jobs while simultaneously creating new ones.
The printing press put monks who wrote manuscripts out of work, but gave rise to the publishing industry. AI, however, doesn’t seem to follow the rules of history. Among the differences: unlike previous technologies, which automated specific physical processes, AI seeks to replicate human reasoning, which could affect any job involving thought, creativity, or decision-making.
«This is going to create a much bigger disruption than anything we’ve seen so far,» said Erik Brynjolfsson, director of Stanford’s Digital Economy Lab, referring to artificial intelligence.
«It will affect a much wider range of industries and at a much faster pace.»
Computer scientists are among the first victims of generative AI because, logically, those who created these models see utility in one that can write computer code.
«That means the need for junior programmers is much lower,» explained Stephanie Bell of Partnership on AI, a nonprofit research and policy analysis group. Similarly, the rise in unemployment among recent college graduates is due, at least in part, to the potential of generative AI in fields that previously seemed immune to automation, and to what management sees as a way to cut costs.
This pattern extends to numerous professional categories.
Can AI replace lawyers? Hardly.
But lawyers who can leverage an AI model optimized for law can outperform those who don’t. It’s not hard to imagine a future where small groups of lawyers, with the help of AI paralegals, can produce the same number of documents, memos, motions, or contracts as larger teams.
Finance and marketing are two other fields with great transformation potential, as are administrative and clerical jobs—traditional positions typically held by people with university degrees or vocational qualifications.
Customer service, and the millions of people who earn a living working in call centers across the country, is another area already feeling the impact of generative AI. Bots are already handling basic customer inquiries, allowing human operators, who often work with an AI assistant, to focus on more complex issues. “It’s not just call centers in Salt Lake City that are affected by this,” said Stephanie Bell of the Partnership on AI. “Frankly, I’m very concerned from a global perspective.”
The outlook is even bleaker when looking to the future.
An estimated 5 million Americans earn a living driving, according to the U.S. Bureau of Labor Statistics. Autonomous taxis are already operating on the streets of San Francisco, Los Angeles, Phoenix, and Austin, transporting approximately 1.3 million passengers per month.
Long-haul truckers, taxi drivers, and those who work for Uber or Lyft face an existential threat as these technologies continue to improve and people begin to trust that autonomous vehicles are likely safer than those driven by humans. Meanwhile, advancements in robotics technologies foreshadow the inexorable decline of jobs in manufacturing and warehousing.
So what can be done? The first challenge is to raise awareness of the problem among policymakers.
“The impact of AI is being completely underestimated in the policy arena,” says Sanjay Patnaik of the Brookings Institution. “I’ve spoken with people in Congress and other experts who tell me, ‘This is just another technology, everyone will adapt.’ But AI is different.”
While AI will undoubtedly create new, unforeseen job categories, Patnaik and others doubt they will emerge at the necessary pace or scale without deliberate intervention. Current policy responses—focused primarily on retraining and upskilling—have only met with moderate success in previous technology transitions. And AI raises the question: retrain into what? Patnaik argues that the government’s priority is to gather comprehensive data on the impact of AI so that, at the very least, policymakers have an up-to-date view of what is happening in the labor market.
In Silicon Valley, many point to Universal Basic Income as the solution. The idea is that AI will create so much wealth that the surplus can be distributed among the general population, who will have ample, less-paid free time. But this seems utopian.
The idea that private companies would voluntarily distribute large portions of their profits to the general population contradicts everything we’ve seen in modern business behavior. Expecting owners of AI technologies to suddenly become generous wealth distributors without structural incentives seems, at best, naive.
But Brynjolfsson envisions a more promising path, based on conversations with forward-thinking executives. «When your employees are more productive, that’s the ideal time to hire more of those workers, not fewer,» he says. These executives see AI as an opportunity to develop new products and services and outperform the competition.
«Smart managers will embrace this because they’ll realize—and this is part of what I preach—that AI will allow them to do new things they couldn’t do before,» Brynjolfsson explains. «That’s a much more sustainable competitive vision, to your benefit and your shareholders’, and you’ll gain the support of your employees.» Employee engagement is equally crucial. Hollywood screenwriters and actors went on strike in 2023 precisely because of these concerns, securing temporary protections while the underlying threat intensifies. According to a 2024 report from Harvard Law School’s Center for Work and a Fair Economy, “workers are in the best position to ensure we understand all the implications of the rise of AI in the workplace.”
The good news: We have time. AI won’t infiltrate the workplace as quickly as tech giants promising sweeping changes predict. We can choose what kind of technology it will be and how we integrate it into our society.
“I don’t doubt our capacity to mess up,” says Brynjolfsson. “We’ve certainly failed in the past. But it would be a disgrace if we could gain more wealth without having to work as hard.”
In the meantime, I tell my children to master AI before it masters them.
The Automated CEO: Is AI the ultimate manager?
The following article is from the “WU Executive Academy” portal and is authored by Bodo B. Schlegelmilch, Founding Dean of the WU Executive Academy, which he led for many years, and Professor Emeritus of Global Marketing Strategy at WU Vienna. On September 1, 2024, he resumed his position as Dean of the WU Executive Academy, a post he held for one year. Schlegelmilch’s career began with stints at Deutsche Bank and Procter & Gamble, after which he joined the Universities of Edinburgh and California, Berkeley. He was a professor at the University of Wales and at the Thunderbird School of Global Management, and chaired AMBA & BGA, an organization that accredits business schools in some 80 countries worldwide.
AI at the top? Why robo-CEOs might emerge and where human leadership remains irreplaceable.
Is this the era of robo-CEOs?
The advance of artificial intelligence has become unstoppable: Fireflies runs in the background of your Zoom video calls, generating a flawless summary of the conversation; D-ID turns texts into videos with protagonists you’d never guess were created by AI; and ChatGPT writes essays, analyzes financial data, answers customer inquiries, and even helps students study.
But what impact do these advances have on the world of management?
Will bots eventually fill the leadership positions of the future? Bodo B. Schlegelmilch, founding dean of the WU Executive Academy, has analyzed in depth the most important responsibilities of executives, determining which tasks could be delegated to AI, in which areas it could be a valuable source of support in decision-making, and which leadership activities it will never be able to perform, regardless of future advances.
Thanks to ChatGPT, the tool from the American company OpenAI, owned by Microsoft among others, the possibilities offered by artificial intelligence have become tangible even for those who are not experts in digital technology, and it allows us to glimpse what is to come in this field.
As the growing evidence of the extremely advanced development of AI grabs the headlines, some people are panicking: not surprisingly, considering the prediction that this technology will make millions of jobs obsolete worldwide. And there is no doubt that some job sectors, particularly those characterized by repetitive tasks that algorithms and machines can easily perform, are destined to change considerably with the use of AI.
The work of leaders and managers
However, there seems to be an exception to this general trend: at first glance, the work of managers and business leaders does not appear to be affected by the advancement of machine learning. But is this really the whole truth?
Reporting to the CEO bot?
At NetDragon Websoft, a Hong Kong-based online gaming company, an AI bot was recently appointed to replace the human CEO of a subsidiary. The bot CEO now makes decisions we previously thought were the exclusive domain of humans, such as assessing business risks and designing efficient workspaces. And so far, its performance has been quite good: the company’s key performance indicators clearly outperform those of its competitors in the market.
Is this pure luck or a sign of a trend? In fact, some traditional management tasks are practically destined to be, at least in part, performed by AI.
What leadership tasks can be delegated to AI?
Bodo B. Schlegelmilch, founding dean of the WU Executive Academy, has the answer: “In principle, a machine will never be able to replace a person’s innate human qualities, but it can certainly support them in performing their job.”
Data analysis, especially when dealing with large volumes, and the structured preparation of information to serve as a basis for decision-making are just two examples of where AI can be implemented.
So, how could AI support management tasks? And in what areas could it replace, at least partially, CEOs? The leadership expert has answered these questions based on the most important tasks of managers: Strategy and planning
“Ultimately, artificial intelligence is simply a tool,” says Bodo B. Schlegelmilch. The data analysis that AI can perform, when needed, in the blink of an eye, can provide a good foundation for strategic decision-making, which, however, must ultimately be made by people. After all, a strategy is also based on values, visions, and convictions that the organization must define and pursue.
Organization
“There is great potential to leverage artificial intelligence in areas that require standardization and optimization,” explains Bodo B. Schlegelmilch.
Machines have a structured approach to tasks, but they fall short where creative ideas, innovative thinking, and novel approaches are required. In a business environment, solutions often require a combination of human qualities, such as a solid understanding of the situation along with the ability to understand its emotional aspects.
Control and Finance
This is a field where AI could contribute in multiple ways, as large volumes of data must be analyzed, which are sometimes difficult to manage, and important details crucial for sound decision-making are sometimes hidden within the mass. At the same time, human experience and intuition are hard to beat, notes Bodo B. Schlegelmilch: «An experienced auditor who has examined financial statements for 30 years can often identify the problem immediately.»
When it comes to processing, merging, and organizing vast amounts of data, AI offers many possibilities. For now, however, drawing conclusions from it will likely remain in human hands. Image: shutterstock – Askhat Gilyakhov
Human Resources
The HR department has long been using AI, for example, to search for keywords in resumes and cover letters in order to pre-select candidates or decide who to invite to the next stage.
«Machines are less biased than people, which is a clear advantage in personnel management,» says Bodo B. Schlegelmilch.
However, even in this case, the final decision must be made by a person, as the relationship between colleagues must be appropriate. Identifying the ideal candidate, motivating current staff, or successfully communicating the organization’s vision should not be left to algorithms.
Communication
AI can certainly be relied upon for the pre-editing and post-editing of material used in decision-making, such as customer data analysis. But when it comes to communicating the results, both internally and externally, managers must take the lead. Transparent and clear communication, a culture of active feedback, and constructive criticism can only be provided by people. «For any task that requires good relationships, trust, and recognition, a machine will never be able to replace people. Just think of performance reviews or sales negotiations,» says Bodo B. Schlegelmilch.
AI probably won’t be able to penetrate the interpersonal realm for quite some time. Image: Unpack
«When it comes to responding quickly to changes and transforming challenges into opportunities, people are clearly superior to machines.»
«But only humans possess qualities like creativity and empathy, and these capabilities will remain important for managers as well.»
Artificial Intelligence vs. Humans in Times of Crisis
A pandemic, a financial crisis, a war: regardless of the type of emergency, in some cases AI could sound the alarm in advance.
However, deciding what measures to take and all aspects of crisis communication will remain the responsibility of flesh-and-blood managers. “Some situations require a paradoxical intervention. That is, an action completely opposite to what would normally be done in a similar situation. This helps us gain a fresh perspective and prepare for a new beginning. I really don’t see a machine capable of achieving that,” says Bodo B. Schlegelmilch.
In general, managers—like employees and students—would do well to focus on what machines cannot offer: empathy, compassion, critical thinking, and social understanding.
In defense of human leaders
For Bodo B. Schlegelmilch, the fear surrounding the advance of artificial intelligence is exaggerated. “This is no different from when computers burst onto the scene.” He emphasizes that there is no turning back and that, instead, we should focus on using AI meaningfully to meet our human needs.
“People possess many qualities that make them superior to machines.”
And that’s not all: “The future use of AI represents a great opportunity for Europe.” The continent now has the opportunity to adopt a differentiated approach and, in doing so, distinguish itself from the United States and China. It’s not simply a matter of «winner-takes-all» or excessive surveillance, but rather of prioritizing employees. This will allow us to use technology to serve people, not the other way around. This European approach is known as digital humanism or corporate digital responsibility. It consists of using new technologies while respecting our values. And this is another fundamental task that will require leadership.
Jobs and the Future of Work
How Human-Centered AI Can Shape the Future of Work
The following contribution comes from the World Economic Forum website and is authored by Sapthagiri Chapalapalli, Managing Director for Europe, Tata Consultancy Services Ltd.
AI is already transforming the world of work.
The successful adoption of AI in the workplace depends on empowering people, not just implementing technology.
Our Impact
What is the World Economic Forum doing to accelerate action on jobs and the future of work?
Overview
Explore and monitor how artificial intelligence is impacting economies, industries, and global issues.
Last year, the use of AI in the workplace increased by 5.5% in Europe alone.
AI adoption is accelerating, but success depends on empowering people, not just implementing technology. Redesigning roles and workflows to combine human creativity and critical thinking with the insights provided by AI is key.
The workplace, as we know it, is being reinvented, and artificial intelligence (AI) is radically transforming the fundamental principles that underpin our understanding of employment, work models, talent, and technology. Last year, the use of AI in the workplace increased by 5.5 percentage points in Europe alone.
This technology has evolved from optimizing efficiency in factories to playing a crucial role in meetings and decision-making. It not only improves tasks but also enhances human intelligence and redefines entire professions. The speed and scale of this transformation are unprecedented. However, the greatest challenge lies not in the technology itself, but in ensuring that the human element is appropriately integrated into this transformation.
More than half of executives believe that the impact of AI will be equal to or greater than that of the internet, according to a recent TCS study, and 57% are enthusiastic or optimistic about its impact on their businesses. However, almost three-quarters of executives recognize that their organizations must transform significantly to harness the full potential of this technology.
The transformative potential of AI in business
Organizations are being forced to rapidly adapt their business models. Image: TCS
While there is clear enthusiasm and optimism for the technology, 65% still believe that strategic decision-making, intuition, and human creativity remain essential to their competitive advantage.
As we shape the new era of work, we need to prepare our people and organizations to reach their full potential, making work more efficient and also more meaningful. We are at a pivotal moment: this is our opportunity to create human-centered AI that not only powers the workplaces of the future, but also defines the kind of workplaces we want them to be.
The organizations that will thrive will not be those with the most sophisticated AI, but those that understand how to implement the technology effectively, enabling it to assist, empower, and transform human potential.
So, how do we achieve this? It starts with redesigning work itself.
Redesigning work for AI-human synergy
AI-driven workplace transformation is about empowering people by enabling them to work effectively with technology, unlocking new levels of performance and creativity.
Too often, AI initiatives fail because they focus on the technology rather than the human challenge it can address. It’s not about humans versus machines: we must consider AI as a trusted collaborator.
It can help us with routine tasks like planning or data entry, and enhance our ability to identify relevant information, enabling faster, better-informed decisions.
This collaboration allows us to transform roles and responsibilities so people can focus on their strengths: empathy, creativity, critical thinking, and innovation.
As organizational structures evolve, we are seeing more and more smaller, agile, and geographically diverse teams. This has multiple implications for the work environment, both in its physical and digital forms.
The office of 2030 will be very different from today’s. It must become a hub for connection, creativity, and cultural development. Digital platforms, for their part, must foster focus and flexibility. AI can act as the nexus that holds these more distributed teams together, facilitating coordination, knowledge sharing, and real-time collaboration.
Intelligent choice architectures are an excellent example of this in action,
as demonstrated by the recent TCS study with MIT Sloan Management Review.
These dynamic systems combine generative and predictive AI capabilities to create, refine, and present options to decision-makers. They actively generate new possibilities, learn from outcomes, seek information, and influence the available set of options.
But whatever the approach, the key is to design environments, both physical and virtual, that foster trust, inclusion, and collaboration. This requires, and at the same time facilitates, retraining.
Continuous learning has become an essential skill,
and there is a growing demand for digital fluency and adaptability. Talent strategies must be personalized and inclusive, equipping people with both technical skills and the human strengths that AI cannot replace.
Reimagining the Workplace in the Age of AI
At Tata Consultancy Services, I have had the privilege of witnessing firsthand how AI is empowering people to reach new potential.
Let me share what’s working for us.
Fundamentally, it’s about ensuring that humans and AI work together. We want AI to be integrated into our workflows so that there is seamless collaboration between humans and machines. From project management to software development, AI helps our teams better focus on innovation, strategy, and impact.
Research shows that AI often has biases. Here’s how to make algorithms work for everyone.
Digital Work Ethics: Who is Responsible for the AI Workforce? Our agile, multidisciplinary teams can operate quickly and autonomously thanks to AI and digital platforms, which facilitate collaboration, coordination, and knowledge sharing. Distributed across multiple geographic regions, our network is more responsive and scalable thanks to technology.
When I walk through our redesigned offices, I see spaces that go beyond physically bringing our teams together: they foster creativity, well-being, and collaboration. But equally important, our digital infrastructure ensures that our teams can work effectively across different time zones and countries when working remotely.
On a daily basis, AI-powered tools streamline our workflows in real time, whether summarizing meetings or suggesting next steps. This is transforming how our employees interact, making collaboration more efficient, conversations more enriching, and actions more goal-oriented.
While the change we face is transformative and disruptive, it is vital to help employees prepare.
Awareness programs can help people understand the changes and their significance. We are creating personalized learning paths, designed around roles, skill levels, and learning styles.
The most important lesson we must learn is that this is not just a technological shift, but a cultural transformation. Therefore, we are focused on creating an environment where people can explore AI with confidence and freedom. We want a workplace where curiosity is fostered, learning is continuous, and AI is integrated.
A Future Based on Human Potential
The future of work is not just about where or how we work, but about why we work and who we become in the process. It is about building a sustainable, inclusive, and dynamic future where both businesses and people can thrive.
As leaders, we have an opportunity and a responsibility that extends beyond our own organizations: to ensure that technology is the enabler that supports meaningful, impactful, and rewarding work.
The future of work remains human-centered, but we must be constantly adaptable and open to learning and change as technology helps us reimagine our human capabilities. The question is not whether AI will change work, but whether we dare to change with it, while maintaining our humanity as a fundamental pillar.
AI Creates a New Industrial Era
The following contribution comes from the Sandvik website, which describes itself as a global high-tech engineering group that provides solutions to improve productivity, profitability, and sustainability in the manufacturing, mining, and infrastructure sectors.
Our offering covers the entire customer value chain and is based on significant investments in research and development, deep customer knowledge, and extensive experience in industrial processes and digital solutions.
The article is authored by Daniel Langkilde, who develops AI solutions for large industrial companies: “The opportunities generated by digitalization are revolutionary in most sectors.”
Digitalization has been as revolutionary for industry as the arrival of electricity. Now, artificial intelligence (AI) and big data are generating new opportunities, as well as numerous challenges.
In the report «Artificial Intelligence in Europe,» published by the consulting firm EY, 57% of the companies surveyed anticipate that AI will have a significant or very significant impact on business areas that are currently completely unknown to them, and 65% expect it to have a significant or very significant impact on their core business.
A radical change
«The opportunities generated by digitalization in general are revolutionary in most sectors, which is why digital solutions have taken hold in different areas of society,» says researcher Daniel Langkilde, who develops AI solutions for Scania, Volvo, and other large companies.
Digitalization lays the foundation for entirely new business models, sometimes simultaneously discarding old ones. One new model could be based on servitization, where revenue is derived directly from product performance. This incentivizes suppliers to constantly optimize results, something that has been facilitated by digitalization, explains Langkilde.
More and more devices incorporate sensors, providing us with more data.
“When machines are equipped with sensors that measure various parameters, it’s possible to schedule maintenance to ensure their proper functioning,” she says. “But there’s also the possibility of using sensor data and AI to gain a clear understanding of actual customer usage and suggest methods or equipment that improve productivity.”
A great solution
The volumes of data generated can also be analyzed and used as a basis for further developing the product range. Petra Sundström, Director of Digital Business Development for Sandvik’s Crushing and Screening Division, points out that the new technologies themselves are not new. What is new is that current digital technologies, such as AI and the Internet of Things (IoT), act as a nexus connecting diverse areas.
Previously, we could manufacture hardware—unique, highly specialized products—and leave them in the hands of customers. Now, in addition to that, we must understand that products need to be integrated with services, the aftermarket, brands, customers, and many other stakeholders. It is becoming a comprehensive solutions product.
Digitalization lays the foundation for entirely new business models, sometimes simultaneously discarding old ones.
Magnus Ekbäck, Vice President of Strategy and Business Development at Sandvik Coromant, summarizes the main trends driving the digitalization of the manufacturing industry: “More and more objects are incorporating sensors, giving us more data. At the same time, connectivity has improved rapidly, and the demand for using data in decision-making has skyrocketed. These three factors, together, are key to explaining the automation of the manufacturing industry we see today; they are the enablers.”
“The term ‘Artificial Intelligence’ can be misleading, since the computers that perform calculations and analyses are far from intelligent in the traditional sense of the word,” Langkilde points out. “But they can learn to identify connections by processing large volumes of data, and the more data they receive, the better their analyses become.”
Jan Ekstrøm of IBM Watson IoT Europe agrees with Langkilde. He views AI as “augmented” intelligence, rather than “artificial” intelligence. Industrial advancements are not focused on any form of AI where machines dominate the world as soon as they become intelligent enough, he says, adding:
“That’s pure science fiction. AI is about developing machine capabilities by equipping them with advanced algorithms and feeding them massive amounts of data. It’s not the same as intelligence in the traditional sense; it’s more about calculating complex relationships, simplifying, optimizing, and improving the safety of businesses and their employees.”
Opportunities abound.
Some other opportunities offered by AI include process monitoring to identify areas for efficiency improvement and the use of collaborative robots: robots that work with people or with each other.
Daniel Langkilde develops AI solutions for large industrial companies: “The opportunities generated by digitalization are revolutionary in most sectors.”
There are also more strategic application areas, such as detailed scenario planning or researching numerous design variations for a new product.
However, these opportunities present new challenges for companies: “Moving from being a product provider to a service provider, with all that this implies in terms of revenue streams and corporate culture, is a major challenge. Another challenge is knowing exactly which solutions could drive the business. Currently, the average industrial company doesn’t have this kind of expertise. There will be fierce competition for talent in the job market of the future,” concludes Langkilde.
Why Humans Remain Important in the Future of Work
The following contribution comes from the “Harmonious Workplaces” portal, which defines itself as follows: We help organizations to:
Increase productivity by aligning people and processes around common goals.
Reduce employee turnover by improving engagement, innovation, and organizational involvement.
Accelerate change adoption with tools that foster readiness and buy-in.
The author is Rich Cruz, who describes himself as follows: an advisor and consultant to senior executives, I help organizations improve their performance, develop employee self-efficacy, foster organizational commitment through active participation, and lead change. I also provide highly effective training, development, and coaching to work teams to enhance skills and talent development. I have over 18 years of experience as a management consultant and 25 years managing teams. I have designed and implemented custom business solutions for dozens of clients across various sectors.
AI Changes Tasks, Not People
As a daily user of AI tools—from ChatGPT, Google Gemini, and Perplexity to CoPilot, Consensus, and more—I see firsthand how these technologies are transforming our work. I am also an adjunct professor, teaching students facing an uncertain job market, and as an organizational development (OD) and organizational psychology professional, I am deeply concerned with the human element in the workplace.
This year I turned 49. I have watched technology evolve and have embraced many tools since their inception, welcoming each new wave not with fear, but also with curiosity. If there is one message I feel compelled to share today, it is this: AI will transform tasks. It will not replace the importance, creativity, or value of people.
This week, technology demonstrated its dependence on the power grid when AWS, Spotify, Discord, and Google all experienced internet outages. Guess what? People work both online and offline, each equipped with a marvelous processor that can integrate with all kinds of systems, both digital and analog. If you have concerns or work with people who share them, let’s talk about why humans are, and always will be, at the center of meaningful work.
Humans Shape the Future: AI Transforms Tasks (REV)
The fear is real, but unfounded. I understand the fear that AI will take our jobs. Automation and machine learning can perform repetitive, predictable, and analytical tasks exceptionally well. They can write reports, optimize processes, and analyze patterns faster than any human.
But here’s what AI can’t do:
It can’t feel. AI doesn’t experience joy, sadness, fear, hope, or loyalty.
It can’t choose ethics. AI follows programmed rules; it doesn’t face moral dilemmas.
It can’t innovate from scratch. AI can remix and predict based on existing data, but true innovation—the ideas that transform paradigms—comes from the human imagination.
It can’t build relationships. Trust, mentorship, empathy, and teamwork are the foundation of successful organizations.
It can’t lead in uncertainty. Humans thrive by navigating ambiguity, change, and chaos with purpose and resilience.
When the distractions are removed, one truth remains that should reassure both current employees and those in the succession: Organizations can and will automate tasks, but value creation, trust, meaning, and leadership will always come from human beings. For students and early-career professionals: Skills are still important, but so is character.
As an adjunct professor, I see the nervousness on students’ faces when we talk about skills-based hiring and AI-driven work environments.
I remind them: Yes, skills are important. You need to develop technical capabilities, learn to use AI tools, and adapt to new systems. We must strive to learn, develop knowledge, skills, and abilities (CHA), and foster learning cultures in the workplace. However, character, critical thinking, creativity, and resilience will be what sets you apart.
Employers will always need people who can:
Solve unprecedented problems
Understand people and build strong cultures
Make decisions even with incomplete information
Lead with integrity and inspiration
A resume brimming with skills demonstrates perceived value. A thoughtful, caring, and leading individual creates indispensable value for themselves, their workplace, and the people they serve.
For Experienced Professionals: Your Value Is Greater Than You Think
As a member of Generation X, I’ve heard colleagues fear they’ll soon become obsolete in a tech-driven workplace. Let me clarify: wisdom, adaptability, and leadership are more valuable than ever.
Younger workers need mentors who can:
Teach not just how to work, but how to work as a team
Show how to handle difficult conversations, setbacks, and change
Provide historical context and strategic insight that no AI can generate
Learning to use new tools like ChatGPT or Gemini doesn’t require having grown up with technology as a digital native. Instead, add technical skills to your repertoire so you can continue doing what only humans can: build, teach, imagine, decide, and inspire.
The workplace doesn’t need fewer experienced professionals. It needs experienced professionals who remain curious and engaged.
A People-Centered Future
In organizational development and organizational psychology, we study what makes companies profitable and what makes people thrive.
The healthiest and most successful organizations will not be those that automate the most tasks. They will be those that:
Use AI to eliminate routine tasks and allow people to reach their full potential.
Foster a psychologically safe environment where people feel free to imagine, question, and create.
Develop leaders who know that numbers matter, but people matter even more.
Balance efficiency with empathy.
AI will amplify our efforts, just as computers, cell phones, and other technologies have. In good hands, it will amplify innovation, connection, and impact. In inexperienced hands, it will amplify disconnection and exploitation.
The tool doesn’t make the difference; the human who uses it as an artisan does.
Final thought: Take control of your future.
We cannot be mere passengers in the AI revolution. We must be the protagonists. Every time you choose to connect and collaborate with others instead of just completing a task, you’re building a future where people matter. Every time you use a tool like ChatGPT to fuel creativity, not replace it, you’re demonstrating the enduring power of human potential. Every time you embrace change with integrity, you’re showing that no algorithm can replace a resilient, ethical, and fully alive human being.
AI can change tasks. But people shape culture, define success, and build the future. Let’s make sure we never forget that.
The Future of Artificial Intelligence (AI) in 2024 and Beyond
The following contribution comes from the “More Than Digital” portal and is authored by Britta Daffner.
Britta Daffner, as Chief Data and AI Officer at O2 Telefónica, Britta drives data-driven business transformation. She is also the founder of dy.no, a platform dedicated to empowering change agents in the corporate and enterprise sectors. Prior to her current role, Britta founded an Artificial Intelligence department at IBM, where she led the implementation of AI programs for various corporations. She is the author of «The Disruption DNA» (2021), a book that motivates people to actively participate in digital transformation.
A look at an interconnected society thanks to artificial intelligence and algorithms
Discover how artificial intelligence (AI) will shape the future in 2024 and why “digital literacy” and “actionability” are crucial. We analyze the technological trend, the social impact, and the need for new skills in this hyperdigital age.
Artificial intelligence (AI) is advancing by leaps and bounds in 2024 and is shaping the future in a hyperdigital world.
These advances, which involve both technological and social changes, are of paramount importance and require us to actively participate in their development.
Table of Contents
Actively Building the Future: From “Future Literacy” to “Future Action Capacity”
Technological Trend: AI as the Engine of Hyperdigitality
Social Impact: The New Superpower – Meeting
Building the Society of the Future
Skills of the Future: The Need for New Skills
A Call for Co-creation
Actively Building the Future: From “Future Literacy” to “Future Action Capacity”
Our fascination with the future is deeply rooted in our nature. We want to know what the future holds so we can prepare and respond appropriately. But it’s not just about knowing the future; it’s about actively building it. This requires not only “future literacy”—the ability to imagine different futures and question assumptions—but also “future action capacity”—the ability to proactively influence them.
However, at a time when digitalization is increasingly permeating our lives, its drawbacks are also becoming apparent. Instead of unrestricted connectivity, we are seeing an increasing number of “interfaces” that drive the fragmentation of systems and people. But our task is to harness the forces of change intelligently, to meaningfully unite the old and the new, and thus create dynamic stability. While the coronavirus pandemic has presented us with digital challenges, technologies such as videoconferencing and online education have also helped maintain communication and knowledge sharing.
Technology Trend: AI as the Engine of Hyperdigitality
In 2024, we will see AI become the driving force of hyperdigitality. The lines between hype and reality are blurring.
AI-powered systems have already become permanently integrated into our daily lives and are having a positive impact in diverse areas, from education to climate research.
In medicine, AI algorithms allow us to make more accurate diagnoses and personalized treatment plans for patients, revolutionizing healthcare. It is revolutionizing the way we work and live.
AI is seamlessly integrating into our physical and digital world, opening up entirely new dimensions of connectivity.
A key advancement in this area is AI’s text comprehension.
This has developed rapidly in recent years. The latest generation of generative AI, especially «large language models» like ChatGPT, allows humans to interact almost seamlessly with machines without requiring extensive programming knowledge.
These systems, like ChatGPT, function as giant autocomplete machines. Similar to a search engine, they complete words based on probabilities and thus generate texts that resemble human communication. However, it is important to note that these AI models do not reach new levels of human «intelligence.» They still lack the cultural and ethical capabilities to distinguish between right and wrong, meaningful and nonsensical. They can process grammar, but they do not understand the implicit meaning of words.
A key problem with the use of AI in public discourse is the general opacity of these systems.
Users cannot see the underlying datasets, logical connections, or understand the probabilities of the generated claims.
It is important to recognize that generative AI models are always ideological, as they are trained on the texts they are based on. While AI systems provide us with information, they can also adopt unconscious biases from the data they learn from.
This demonstrates the importance of considering ethical issues when working with AI.
Despite these challenges, we can expect significant advances in this field in the coming years. We will see language models trained intentionally and transparently, which will also be more energy-efficient than their current versions.
AI algorithms and language models will become increasingly integrated into the business world, accelerating processes and supporting complex decision-making. Above all, AI systems can stimulate human creativity by revealing unconventional perspectives and inspiring new ideas. An AI-based tool for creative brainstorming can help teams develop innovative solutions to complex problems.
Human-machine collaboration will continue to evolve, seeking to combine functional artificial intelligence with creative human intelligence.
The use of language as a medium is transforming our relationship with AI-controlled entities. While it remains primarily functional today (e.g., «Alexa, turn off the lights»), it is already evolving toward creativity, connection, friendship, and co-creation.
Social Impact: The New Superpower: Encounter
In a world dominated by AI and digitalization, the ability to engage in interpersonal encounters is becoming a new superpower. The more frequently our interactions are accompanied by AI, the more valuable human interactions, empathy, and interpersonal connections become. Despite the impressive performance of AI systems, they cannot fully capture human nuances or social dynamics. Therefore, «deep conversation» is becoming as important as «deep learning.» For example, in psychological therapy, AI can be used to support patients, but human therapists will still be necessary to provide empathy and emotional support.
This opens up immense opportunities for businesses, especially for those organizations that have thus far primarily used AI to automate routine tasks and thus work more efficiently. The key resource is not just technology, but human potential. Organizations, authorities, and institutions should focus on this interpersonal potential to drive positive societal development.
This requires a shift in mindset at all levels.
Education should increasingly promote uniquely human skills such as creativity, imagination, and empathy. Greater priority must be given to valuing emotions, intuition, and compassion. All of this intelligently complements the efficiency of AI and contributes to human development.
In this regard, we need schools to offer social and emotional intelligence programs to help students be better prepared for interpersonal challenges.
AI with exceptional language skills underscores what futurist Kevin Kelly recognized a decade ago: “The greatest benefit of the arrival of AI is that it will help define humans.” It is becoming increasingly clear that the true task of humans is to live together, cultivate personal relationships, and truly understand one another. Machines will take over the experience, but humans will remain the experts in humanity.
Shaping the Society of the Future
The “Society of the Future” will emerge from the fusion of humanity and technology. This demands a reevaluation of our values and goals. Human purpose is evolving, shifting from purely economic interests to a more holistic vision that considers the well-being of society and the planet. The challenge lies in creating a balanced relationship between technology and humanity. Companies that employ sustainable practices and technologies demonstrate how technology and environmental protection can go hand in hand.
Skills of the Future: The Need for New Competencies
The future demands that we evolve and acquire new competencies. In addition to technical knowledge, “skills of the future” are vitally important. These include critical thinking, emotional intelligence, creative problem-solving, and intercultural communication. These competencies enable us to succeed in an interconnected and constantly changing world.
These skills of the future range from learning capacity and flexibility, agile work and change management, to emotional intelligence and critical thinking. It’s not just about accumulating knowledge, but also about applying it productively and acting professionally.
A Call to Co-creation
The 21st century marks a historic turning point in the evolution of society. Under the auspices of interconnectedness, society is undergoing profound transformation and requires a new, transformative attitude toward the future. Change is never easy; it demands a process that combines acceptance, internal adaptation, and the search for practical solutions.
An example of this is young people committed to climate protection and demanding changes in politics and the economy. This demonstrates how people can actively participate in shaping their future.
This is precisely what we continue to need for all other issues, because the future of AI and technology depends on us. We must not passively wait for advancements to occur, but actively participate in them. The future is not an external force to which we are at the mercy, but a transformative process that we can consciously and actively help shape. We have both the opportunity and the responsibility to guide technological developments so that they align with our values and needs. AI is a powerful tool that supports us in realizing our visions. But we must not forget that, ultimately, the future will be human. It is up to us to ensure that AI and technology help us create a better, more humane world.
Ultimately, it is clear that the future of AI in 2024 and beyond holds profound changes and great opportunities. The convergence of technology and humanity will be a central theme in the joint construction of the «New Society.» It is time to actively participate in this construction and ensure that the future remains truly human. We are the architects of our own future, and together, we can create a world where humans and technology coexist in harmony and lay the foundation for a thriving society. Let us embark on this journey together and build a future that reflects our values and visions. The time for change and progress has arrived: let’s be pioneers of this new era.