AI users regard it as a co-worker

Despite the popular belief that organizations are gaining value from artificial intelligence (AI) at the expense of the people they employ, and that automation with AI can lead to layoffs, 60% of workers consider AI as a partner and not. job threat. And organizations with employees who find value in AI are 5.9 times more likely to see significant financial benefits from it than organizations where employees do not find value in AI,

These are the key findings from the report MIT Sloan Management Review (MIT SMR) and Boston Consulting Group (BCG), who have the right Achieving Individual—And Organizational—Value Through AI. It presents the findings of the sixth consecutive research effort in between MIT SMR and BCG in artificial intelligence and business strategy. It includes the results of a global survey of 1,741 managers, and interviews with 17 managers, representing more than 100 countries and 20 industries, about the use of AI in the workplace. According to the report, people find human value in AI when they use technology to enhance their self-determination, including their competence, autonomy and relatedness.

“The use of AI in business is now widespread. Many technologies have embedded, or hidden, AI components that employees may not even be aware of. “When everyone is using AI to some degree—and profiting from it—the common threads become problematic,” said Sam Ransbotham, professor of analytics at Boston College and guest editor of the MIT SMR Artificial Intelligence and Business Strategy Big Ideas program. “For example, the idea that managers using AI will replace managers who don’t use AI loses meaning when everyone uses AI.”

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Understanding the extent of AI at work
The use of AI is so widespread that individual workers can easily take over some of their applications. According to the findings, 66% of people report that they do not use AI or use it very little. But when asked for specific examples of AI-enhanced business applications, such as office productivity applications, calendar planners, and customer relationship management software, 43% of these respondents admit to using business products regularly or sometimes with AI. (See Figure 1.)

“If people don’t know they’re using AI they naturally have a hard time seeing its value,” said François Candelon, global director of the BCG Henderson Institute and co-author of the report. “But our research shows that employees who use AI know they are 1.6 times more likely to achieve individual value and 1.8 times more satisfied with their jobs than those who do not know they use AI.”

Legalizing the use of AI is an important step in overcoming resistance

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Interviews with survey respondents revealed that legalizing the use of AI is an important first step in overcoming resistance. Making AI responsible three times more likely to be used: People who are required to use AI at work are three times more likely to use the technology regularly than those who are not required to use it professionally. But managers still have to ensure that people have agency. People who can override AI are 2.1 times more likely to use AI regularly compared to those who can’t override it. In addition, managers who lead by example in using AI with their teams are 3.4 times more likely to promote general AI use among individual team members than managers who do not.

“Trust is just one thing driving AI adoption: You need to use it. Seeing your boss use it. Having the ability to overwrite it. All of this impacts adoption, especially in the early stages of AI deployment,” commented David Kiron, MIT SMR editorial director and co-author of the report.

The impact of AI on job satisfaction, competence, and co-operation

According to the report, 64% of survey respondents personally derive at least moderate value from using AI. These employees are 3.4 times more likely to be satisfied in their jobs than employees who do not see value in AI. Only 8% of global survey respondents were less satisfied with their jobs because of AI.

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People who receive AI-based suggestions to improve their performance are 1.8 times more likely to feel competent in their jobs than those who do not. In addition, employees working in organizations that invest in AI that improves the quality of decision-making in matters such as operations planning, inventory management, and marketing return on investment (ROI) are 1.5 times more likely to see individual value in AI compared to those. those in organizations that don’t invest in this type of AI.

In addition to helping employees feel more competent in their work, the survey revealed that most respondents think that using AI has improved communication with their team members (56%), their managers (47%), and other people in their departments. (52%).

“To reap the financial and organizational benefits of AI, managers must foster a virtuous cycle of use and value at the individual level by cultivating trust, understanding, agency, and awareness of the technology,” said Shervin Khodabandeh, senior partner and managing director. at BCG, GAMMA’s North American producer, and co-author of this report. “The relationship between individual and organizational value from AI is additive, not zero-sum.”


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