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Key findings
• The AI Paradox . Worker confidence in Generative AI has grown since 2023 , up 16 percentage points to 42 %. So has fear of job loss , up 6 percentage points to 42 %.
• Gap in Confidence . Frontline employees , 33 % are less confident about Generative AI than managers , 41 % and leaders , 50 %.
• Gap in Training . Frontline employees , 28 % are far less likely than leaders , 50 % to have received training in how AI will affect their job .
• North-South Divide . The Global South is more confident about Generative AI than the Global North .
• Beyond Productivity . Most Generative AI users , 58 % are saving at least five hours a week with the tool , with the focus now shifting to how to use that freedup time to generate value and joy .
Key recommendations
• Establish a transformation-first mindset .
• Manage all transformations holistically .
• Build training capabilities at scale .
• Emphasize how Generative AI can increase value creation and employee satisfaction .
• Anticipate the evolution of roles , skills , operating models , data , and governance .
These are more management challenges than technology challenges . By recognising the complex ways in which humans understand and interact with Generative AI , leaders can reshape their organisations to maximise the strengths and value of their human and machine workers .
The rapid adoption of Generative AI is creating a dual effect . While it offers immense opportunities to streamline work and boost productivity , it also introduces challenges , particularly in change management . Leaders must invest in technology and the human element , through education , engagement , and adaptability , to make this transformation sustainable . p
Source : AI at Work , Friend and Foe by Boston Consulting Group
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