AI And The Organisation

For instance it makes sense to establish a programme of familiarisation with AI tools among staff so that they can deal with more complex issues leaving their more mundane tasks to automation.

This could work in two ways: Positively to upskill staff so they can engage in more value-added activities like forward planning; or negatively to get rid of people who are mainly engaged in mundane tasks.

Then again AI tools are expected to deliver a very large increase in the use of coding assistants for software creation. This could mean that software engineer could spend less time writing code, allowing them to concentrate on creating applications for value creation in the business; or, negatively, an employer could use it to make lower-grade engineers redundant.

Another example is the expected ability of AI tools to radically reduce the time-to-competence of new hires. This could mean a company could afford to recruit more people because recruits will be productive and making money for the company sooner or, negatively, it could be used flush out non-performers more frequently and replace them with cheap new hires more regularly without compromising operational efficiency.

In the age of WFH, AI tools can be used to show managers the relative output of workers to decide on raises, promotions, warnings and dismissals and in this respect it might be the downfall of the sharp-elbowed pushy-types and the office politicians who prosper through bluff.

Like any tool, it’s how AI is handled that will determine whether its effect is malign or benign. And that depends on your employer.