Despite the popular belief that organizations derive value from artificial intelligence (AI) by investing in the individuals they employ, and that powerful AI automation can lead to worker disengagement, 60% of employees view AI as a collaborator and not. job threat Organizations with employees who derive value from AI are 5.9 times more likely to see significant financial benefits from it than groups where employees do not derive value from AI.
These are the key findings of the report MIT Sloan Review of Management (MIT SMR) and Boston Consulting Group (BCG), labeled Individual and Organizational value acquisition and AI,. The findings come from the sixth consecutive research effort MIT SMR and BCG in artificial intelligence and military affairs. It includes results from a global survey of 1,741 managers and interviews with 17 executives, representing more than 100 countries and 20 industries, on the use of AI at work. According to the report, individuals derive personal value from AI when the use of technology improves their self-definition, which includes their competence, autonomy and relatedness.
“The use of AI in business is now everywhere. There are many technologies involved, including hidden, AI components that employees may not even be aware of. While everyone is using AI at some level — and getting value from it — tropes have become familiar problems,” said Sam Ransbotham, professor of analytics. at Boston College and guest editor for the MIT SMR Artificial Intelligence and Business Strategy Big Ideas research initiative. “For example, whether managers who use AI will replace managers who don’t use AI loses meaning when everyone uses AI.”
AI’s range of intelligence works
The use of AI is so pervasive that individual workers may take some of its applications for granted. According to the findings, 66% of individuals report that they do not use AI or use it only minimally. But when using specific examples of AI-powered business applications, such as office productivity applications, calendaring, and customer management software, 43% of these respondents acknowledge that they regularly or occasionally use business products with AI. (See Figure 1.)
“When individuals do not know how to use AI, it is naturally more difficult to realize its value,” said Francis Candelon, global director of the BCG Henderson Institute and co-author of the report. “But our research shows that employees who know how to use AI are 1.6 times more likely to get unique value and 1.8 times more likely to be satisfied with their jobs than those who don’t understand how to use AI.”
Mandating the use of AI is a critical step in defeating resistance
Interviewees and survey respondents cited that mandating the use of AI is an important initial step in overcoming resistance. Making AI triple the likelihood of its use: Individuals who are required to use AI at work are three times more likely to use the technology regularly than those who are not. However, employers must ensure that individuals have agency. Individuals who can overcome AI are 2.1 times more likely to use AI regularly than those who cannot overcome it. In addition, managers who practice using AI with their teams are 3.4 times more likely to boost regular use of AI among individual team members than managers who do not.
“Hope is one factor driving AI adoption: Being required to use it. Seeing your boss use it. Having the power to delete it. All these things contribute to adoption, especially in the early years of AI projects,” noted David Kiron, MIT SMR editor and co-author of the editorial report.
AI’s impact on job satisfaction, competence and cooperative interaction
According to the report, 64% percent of survey respondents personally derive at least moderate value from using AI. These employees are 3.4 times more likely to be satisfied in their jobs than employees who do not get the value of AI. Only 8% of global survey respondents are less satisfied with their jobs because of AI.
Individuals who receive AI-based suggestions about how to improve their performance are 1.8 more likely to feel more competent in their roles than those who do not. In addition, employees at organizations that invest in AI that improve quality decision-making for things like operations scheduling, inventory management and marketing return on investment (ROI) are 1.5 times more likely to perceive unique value from AI compared to them. who do not invest in this type of AI in organizations.
In addition to helping employees feel more empowered at work, the survey revealed that many respondents think AI has improved interactions with their coworkers (56%), with their managers (47%), and with others in their departments. (52%).
“To obtain the economic and organizational benefits of AI, managers must promote a virtuous cycle of use and value at each level, cultivating trust, understanding, management and awareness of the technology,” said Shervin Khodabandeh, senior partner and managing director. at BCG, GAMMA’s North American coordinator and co-author of the report. “The relationship between individual value and norms from AI is additive, not total zero.”