Generative Artificial Intelligence (Gen AI) is already a reality in companies. Administrative tasks, such as writing memos, letters and reports, are carried out much more quickly. However, the scope of Gen AI goes beyond these activities. It can be used, for example, in the elaboration of customized commercial proposals, in the development of chatbots for customer service, in the analysis of large volumes of data and in the automation of repetitive tasks. It occurs that, to really achieve value to the business, in the current scenario, not only accelerating work and improving its quality, but also enhancing creativity and innovation, it will be necessary for organizations to modify their structures and structures.
“A AI has been a flexible tool for service innovation in various sectors, the issue is that most companies have not yet defined a plan in this sense, it has been slow to adopt it, as some recent research shows, showing that employees are far ahead of their organizations in the use of these tools”, pointed out the professor at the University of Brasilia (UnB) and researcher in the area of technological innovation, Dr. Paulo Henrique de Souza Bermejo. He stressed that the time to make these changes is now, because staying behind implies losing the potential benefits of this technology and, as time passes, this delay only expands.
He said that to take advantage of this enthusiasm and even the curiosity that AI gives rise to, it is essential that the company adapts the way it works with it, because the tool alone will not generate positive results. “This means planning and applying generative AI in ways that favor the organization's strategy, reinventing operating models, reimagining talents and skills, and creating change through robust governance and infrastructure”, he explained.
Nowadays, it is common for employees to try generative AI’s with free and public versions, such as ChatGPT.“Esse is an indicator of how much people are interested in and this should already encourage companies to bring this innovation to their daily lives, whether adopting this technology in a generalized way or with a gradual implementation of”, he added.
According to the professor, to capture the full potential of generative AI, the company should consider how this technology can redefine the way the organization works. Some important steps in this context would be to reconfigure the operational model of the company, adapting it and translating it, according to the needs and organizational vision; reformulate the qualification strategies; and promote the reinforcement of these changes, in order to ensure continuous adaptation.
Prioritizing areas
To begin with, as the researcher pointed out, companies should prioritize the right area of transformation, focusing on specific domains, such as product development, marketing and customer service, among others. Through this approach focused on activities and areas, it is possible to perform end-to-end technological transformations, integrating multiple use cases, in a single workflow or process.
One can also focus on activities that have greater effort and impact on results, using, for example, the Pareto Principle, as highlighted by the researcher. For those who do not know, such a principle, also known as the Rule of 80/20, suggests that 80% of the consequences are generally attributed to 20% of the causes. The Italian economist Vilfredo Pareto identified this pattern in the XIX century, when observing that 20% of the Italian population held 80% of the country's wealth and this concept was later expanded and applied to several areas, such as business and economy.
In another perspective, the professor emphasized that within this new scenario organizations need to clearly understand what skills are fundamental to the team, to fill skills gaps, investing in training and qualification. It is worth noting, as Bermejo recalled, that this is not a challenge that companies can overcome by hiring new employees, as it affects the entire organization and the way it works in it. “This will require a personalized approach, focused on stimulating employees, as well as a close collaboration between those who are leading, the technology and HR sector, which, given the enormous importance of personnel issues, plays a crucial role in these CHANGES”, he said.
As it is a rapidly evolving technology, easy and widely accessible, the idea is that everyone can adapt to the skills it requires, such as knowing how to prepare prompts and make decisions based on data. “Although the new skills requested vary greatly depending on the company, all organizations will need a dynamic approach. Training is a progressive and continuous process and it involves the improvement of various skills so that it can complement and validate the artificial intelligence”, he said.
The advantages of organizational strategy in AI Gen
Basically, with an organizational strategy, the company sets clear guidelines on when, how and why generative AI should be used. “This empowers control, ensuring that its management is aligned with the organization's objectives and meets quality and safety standards. Without a strategy, employees use AI independently, which can lead to inconsistencies in the application and waste of” resources, the professor highlighted.
In addition, with a strategy, the organization can implement data protection policies, establishing what may or may not be shared with AI tools, especially considering that many of these platforms use data to improve their models. Thus, this would help prevent the leakage of confidential material. “Without the proper use of AI Gen in the company, employees can enter sensitive or confidential data, without being aware of it, such as information about customers, projects or financial data, into AI systems that do not have the necessary protection, exposing organizations to risks of privacy violation and” compliance, he endorsed.
Alignment with corporate goals is also critical.“So the use of AI Gen is directed to solving specific problems. The company can, for example, use AI to increase efficiency in specific tasks, such as customer service, reporting or supporting the development of new products. Without a strategy, employees can use this tool in a dispersed and superficial way, without focusing on company priorities.In another aspect of the problem, important decisions can be made based on results generated by AI without proper validation, compromising the quality of the work of”, he highlighted.
As emphasized by the professor, adopting an organizational strategy for the use of generative AI not only brings tangible benefits in terms of security, efficiency and innovation, but also avoids risks associated with unstructured use. “Allowing employees to use AI on their own can compromise information integrity and company security. A well-thought-out approach ensures that AI is at the service of organizational purposes while protecting their reputation and their” assets.
