Collected data underscores a critical message: corporate culture affects AI, while AI implementations affect corporate culture. Indeed, the survey uncovered a wide range of cultural benefits related to the tool’s implementation at the team and organizational levels. The research has identified a dynamic of continuous interaction between culture, use of AI, and organizational effectiveness, called Culture-Use-Effectiveness (CUE). At the team level, the CUE cyclical dynamic can be summarized as follows: team culture improves AI adoption, and AI improves team effectiveness, improving team culture.
The adoption of AI cannot be separated from culture: managers recognize the need to cultivate its acceptance by employees, whose distrust can be caused by a lack of understanding (for 49% of respondents) and training ( 46%), but also by the scarcity of information (34%) or by their excess (17%). Insufficient quality data (31%), unmet expectations (20%), and the choice of wrong solutions (14%) also contribute to creating mistrust. The second dynamic element is effectiveness: approximately 58% of respondents who implemented AI agreed that these solutions improved team performance.
And when teams make better decisions thanks to AI, several cultural aspects also improve: 87% have enhanced collective learning because AI can influence both what a group learns and how to learn. An additional cultural benefit deriving from effective AI solutions is the greater clarity of roles and responsibilities, noted by 65% of the interviewees; Humana offered an example whose call center pharmacists have used emotional AI solutions to improve the management of customer interactions: employees who have used this tool have come to a new awareness of their role.
Effective use of AI also affects collaboration, optimized by 78% of respondents, and morale, as noted by 79% of respondents. Think of the case of H&M, which experimented with AI solutions to price items during end-of-season sales: combining the algorithm and man’s work proved to be a winning strategy, welcomed by employees. The same enthusiasm for Nasdaq employees when the company introduced AI to analyze prospectuses for helpful information for customers, a task previously done manually by analysts. The company now processes 6000 documents every three minutes, and employees can focus on other goals.
The CUE dynamic is also applicable at the organizational level: the corporate culture improves the adoption of AI, which improves organizational effectiveness and positively affects the organizational culture. Adopting AI on a large scale presupposes a cultural change in organizations because it is necessary to adopt a shared language to ask oneself which solutions to implement and which areas to apply them. It is not simple, but it is undoubtedly essential: AI will undergo a democratization process in the next ten years, and companies that do not keep up will risk losing competitiveness.
The latter is a keyword because AI makes companies more competitive, both in speed and in terms of value. Moderna’s case is emblematic: the rate with which it developed the vaccine against Covid-19 was partly due to the use of AI to test the design phases of the mRNA rapidly. It also emerged that the use of AI, thanks to the identification of new performance drivers or the possibility of measuring performance more precisely, has led 64% of companies to modify or refine their KPIs and create. Of new ones. Changes in KPIs often accompany changes in organizational behavior, for example, by improving collaboration at the team level.
Achieving the CUE dynamic on a large scale is challenging for business leaders. They must ask themselves what AI can do for teams and the organization and lead change from above by developing a common language. It is also necessary to involve employees to get active support, and, after initial implementation, solutions will need to be constantly adapted over time. But if they prove effective, the cultural benefits and productivity that come with them will encourage their use even more. With the proper managerial attention, the virtuous cycle between organizational culture and the use of AI can lead to a more cohesive organization, which reflects the desired strategic values: the idea that AI will completely free workers from fatigue and prejudices minimized related to this technology,
Artificial intelligence can also generate substantial financial benefits for organizations. As the survey results show, this step is one of the most complex. Only 11% of companies have attributed economic benefits to AI-related initiatives. Those who have made it are the organizations starting to master the CUE dynamic, where cultural and financial benefits build with each other.
Also Read: Future Of IT: Who Can Stop Artificial Intelligence?
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