Welcome to another in our series of Insights for the Hidden Champions in B2B. In this article, we look at the symbiosis of artificial intelligence (AI) and people, and the implications for companies and employees at an organizational level.
Die digitale Transformation hat Unternehmen dazu veranlasst, neue Technologien zu integrieren, die unlängst in Organisationen verankert sind, wie etwa Collaboration-Tools à la Teams oder Miro, um remote an Projekten zu arbeiten. Diese Tools sind heute nicht mehr wegzudenken und haben sich in vielen Unternehmen als Standard etabliert. Doch die digitale Evolution stoppt nicht hier; ein entscheidender Schritt in dieser Entwicklung ist der vermehrte Einsatz von Künstlicher Intelligenz (KI).
KI ein Thema, das zwar seit über einem Jahrzehnt im Gespräch ist, allerdings mit Blick auf die stetig wachsende Nachfrage nach digitalen Lösungen, nichts an Aktualität verloren hat. Spätestens mit dem Aufkommen von Chatbots wie ChatGPT wird heute jedoch umso deutlicher, der Wandel umfasst nicht nur die technische Lösung, sondern stellt Unternehmen vor zahlreiche Herausforderungen interner Natur. Doch wie gilt es mit diesen umzugehen?
Solution scenario 1: Refusal
A popular solution, particularly in the B2B sector, to meet the challenges posed by the increasing availability of artificial intelligence is to refuse to use it within the organization. At first glance, this appears to be a sensible approach, but regardless of the issue of corporate culture, it poses a high risk to future competitiveness. Because:
Fact #1
Economic productivity is falling
Productivity growth (output in $ per hour worked) is flattening in all countries. Companies are not growing as fast as before because they are not gaining additional productivity per hour worked. Labor productivity growth and steady wage growth are out of sync. (1)
Fact #2
Structural gap in the labour market
The decline in the labor force reflects the decline in productivity. Compared to the number of people retiring each year, there are significantly fewer people in the labor force. (2)
Fact #3
Companies need to become more efficient
Higher cost of capital and less risk capital lead to savings constraints. Revenue is often reinvested in personnel, often resulting in lower average gross profit per employee. Economies of scale are difficult to achieve. (3)
Solution Scenario 2: Empowerment
In light of the previous statements, the question of whether the use of artificial intelligence makes sense should hardly arise - according to experts, AI will increasingly become the main driver of productivity and growth in companies (Accenture, 2023). Whether as an integrated solution within the value chain or as a supporting tool for work processes, the "tech-enabled employee" is at the center of change. However, our experience also shows that companies need to consider other internal elements in addition to employees in order to harness the value of artificial intelligence and thrive in the new normal.
4 factors of sucess
The home: technology and data
The drive towards digitalization also requires a focused examination of the opportunities offered by technology. For example, an appropriate technology initiative will only work if artificial intelligence is integrated into the fabric of the company and its processes. In a nutshell: AI cannot be the domain of a parallel organization.
Essential elements: Digital Infrastructure; Technology Strategy; Data Governance
The cogs: skills and talent
It is essential that the right skills and capabilities are in place. A key aspect is therefore the targeted empowerment of employees. This includes not only technical training, but also the development of soft skills in the use of technology. Communication, flexibility and the ability to constantly adapt are relevant keywords.
It is also important to develop an understanding of different application profiles. At TOWA, for example, we focus on individual profiles that take into account different roles and areas of responsibility. In this way, employees can be specifically empowered to make their work more efficient or increase the quality of their results.
Example role: Business Analyst - uses AI to conduct market and online sentiment research to gain a comprehensive picture of the market. This allows them to quickly analyze the market and create a consolidated picture.
Example tasks:
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Using AI to automate the analysis of large amounts of data.
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Identify business-critical trends and patterns.
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Provide in-depth insights to optimize business strategies.
The Clues: Performance Infrastructure
The potential applications of AI are vast. However, many employees have no idea how to integrate AI solutions into their day-to-day work. To change the operating model, companies need to adapt the way they do business, which means combining technical know-how with soft skills.
Key elements: transformation office; metrics, tracking and value assurance; incentives and recognition
The Driving Force: Organization and Mindset
New technologies often create uncertainty and fear of the unknown. It is crucial to shed light on how companies can create a culture in which technology tools such as ChatGPT are perceived not as a threat, but as an opportunity.
Key Features: Culture; Change Management; Operating Model Transition
Conclusion: Actively shaping change
Overall, it is important to actively shape change rather than passively experience it. Employee empowerment, technology and performance infrastructure, and organizational culture all play a critical role in the successful adoption of artificial intelligence (AI) solutions.
As a digital agency, we understand the complexity of these issues and see our mission not only in selling technology products, but also in supporting companies on their path to digital transformation through our business consulting division. This is especially relevant with the increasing number of AI integrations into established solutions, such as Salesforce with its AI solution "Einstein".
This gives users access to a wide range of AI applications that are seamlessly integrated into their daily workflows. Identifying relevant use cases according to individual needs is a central task in our consulting mandate. Through customized solutions, we help our clients find answers to complex questions about technology enablement and put them in the right context.
Ongoing digitalization and the integration of AI into everyday working life require a holistic approach. Our experience shows that the "tech-enabled employee" is at the center of change. Therefore, it is not only important to implement the right technologies, but also to prepare the people in the company for this change. By combining innovative technologies, targeted employee empowerment and the right corporate culture, we work with our customers to pave the way to a connected and efficient world of work.
Let's seize the opportunities of digital transformation and set the course for a successful future together.
Sources
(1) OMR- Philipp Klockner (2023); Federal Statistical Office (2023)
(2) PWC (2022); Federal Statistical Office (2023)
(3) Business Insider (2023); JP Morgan (2022)
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