AI users regard it as a co-worker

Despite the widespread belief that organizations derive value from artificial intelligence (AI) at the expense of employees, and that AI-powered automation may lead to employee displacement, 60% of employees view AI as a collaborator rather than a collaborator. occupational hazards. And organizations whose employees derive value from AI are 5.9 times more likely to reap significant financial benefits from it than organizations whose employees do not derive value from AI.

These are the main findings of the report from MIT Sloan Management Review (MIT SMR) and Boston Consulting Group (BCG), with rights Achieving individual and organizational value through AI. It presents findings from the sixth consecutive study between MIT SMR and BCG on artificial intelligence and business strategy. It includes results from a global survey of 1,741 executives and interviews with 17 executives representing more than 100 countries and 20 industries about the use of AI at work. According to the report, individuals derive personal value from AI when using the technology enhances their self-determination, which includes their competence, autonomy and relatedness.

“The use of AI in business is now common. Many technologies have embedded, even hidden, AI components that employees may not even be aware of. When everyone uses AI to some extent and derives value from it, familiar tropes become problematic,” said Sam Ransbotham, professor of analytics at Boston College and guest editor of MIT’s SMR Artificial Intelligence and Business Strategy Big Ideas Research Initiative. “For example, the idea that managers who use AI will replace managers who don’t use AI loses meaning when everyone uses AI.”

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Understanding the extent of artificial intelligence at work
The use of AI is so common that some employees may take some of its uses for granted. According to the findings, 66% of people report that they use no or minimal use of artificial intelligence. But when given specific examples of AI-enhanced business applications, such as office productivity applications, calendar planners, and customer relationship management software, 43% of these respondents admit to regularly or sometimes using AI-enabled business products. (See Figure 1.)

“When people don’t know they’re using AI, it’s naturally harder for them to recognize its value,” said Francois Candelon, global director of BCG’s Henderson Institute and co-author of the report. “But our research shows that employees who consciously use AI are 1.6 times more likely to gain individual value and 1.8 times more likely to be satisfied with their jobs than those who are not aware that they are using AI.”

Demanding the use of AI is a critical step in overcoming resistance

Interviewees and survey respondents mentioned that empowering the use of artificial intelligence is an important initial step in overcoming resistance. Making the use of AI mandatory triples the likelihood of using it: People who need to use AI at work are three times more likely to use the technology regularly than people who don’t need it for professional use. But leaders still need to ensure that individuals have agency. Individuals who can ignore AI are 2.1 times more likely to use AI compared to those who cannot. Additionally, leaders who lead by example in using AI on their teams are 3.4 times more likely to encourage regular use of AI among individual team members than leaders who do not.

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“Trust is just one factor driving the adoption of AI: the demand to use it. Seeing your boss use it. There is an option to ignore it. All of this drives adoption, especially in the early stages of AI adoption,” noted David Kiron. MIT SMR editorial director and co-author of the report.

The impact of AI on job satisfaction, competence and co-worker interactions

According to the report, 64% of respondents personally derive at least moderate value from AI. These employees are 3.4 times more likely to be satisfied with their jobs than employees who do not derive value from AI. Only 8% of global survey respondents are less satisfied with their jobs because of artificial intelligence.

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Individuals who receive AI-based suggestions on how to improve their performance are 1.8 times more likely to feel more competent in their roles than those who do not. Additionally, employees in organizations that invest in AI that improves the quality of decision-making in matters such as operations planning, inventory management, and marketing ROI are 1.5 times more likely to perceive individual value from AI compared to those who do not. who are in organizations that are not investing in this type of AI.

In addition to helping employees feel more empowered at work, the survey found that many respondents think that using AI has improved interactions with their team members (56%), their managers (47%) and other people in their departments. (52%).

“To reap the financial and organizational benefits of AI, leaders must foster a virtuous cycle of use and value at the individual level by developing trust, awareness, agency and understanding of the technology,” said Shervin Khodabandeh, Senior Partner and Managing Director. BCG, head of GAMMA North America and co-author of the report. “The relationship between individual and organizational value from AI is additive, not zero-sum.”

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