Gen AI has the potential to completely change how employees work. Its natural language interface makes it easy to use, while its burgeoning reasoning and agentic capabilities allow it to perform increasingly complex tasks such as interpreting large volumes of information, coding, and answering queries. The most advanced agents are even starting to perform tasks such as creating spreadsheets and navigating web pages. And employees are clearly eager to use it; they are already doing so three times more than their leaders realize.2 But simply putting new technology into people’s hands does not ensure they will use it effectively, nor does it profoundly change the way a company works. Instead, CEOs need to deploy a novel change management approach that mobilizes their people, turning them from gen AI experimenters into gen AI accelerators. This is not a linear process. Change management in the gen AI age asks employees to become active participants rather than just users.
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