"Over the past few years, the promise of new AI tools and systems has led companies to question just about everything. Figuring out how to create real value with these new tools, however, has proved challenging. Investments and experiments have failed to bear fruit, despite the hype of productivity gains and process transformation."
"Many frustrated leaders have landed on a similar conclusion: to get value out of AI, companies have to think about people and talent differently. Differently how? That's where things get tricky."
Rapid emergence of AI tools has prompted companies to reevaluate existing processes and assumptions. Many organizations struggle to translate promising technologies into measurable business outcomes. Substantial investments and pilot projects often fail to produce expected productivity improvements or transform operations. Persistent gap between enthusiasm and results leads leaders to conclude that technological change alone is insufficient. Capturing AI value requires rethinking people, roles, skills, and talent deployment. Determining the precise changes to talent strategies is complex and context-dependent. Organizations must align talent, incentives, and operating models with AI capabilities to realize sustainable value.
Read at Harvard Business Review
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