Introduction
While generative AI (GenAI) is increasingly present in the workplace, its adoption remains more spontaneous than strategic. The lack of corporate strategy limits benefits and may leave organizations lagging behind their competitors.
Shifting Perceptions and Current Adoption
The good news is that fear of GenAI’s impact on work has dissipated, with it now perceived more as a helpful tool rather than a threat. However, there’s a challenge: GenAI’s use is more informal than strategic, largely due to corporate caution.
According to the Thomson Reuters Report on the Future of Professionals 2025, only 22% of companies have a visible GenAI adoption strategy. Despite this, organizations with a defined plan are 3.5 times more likely to achieve critical benefits from these tools compared to those without a roadmap.
Current Scenario
The current scenario is characterized by high individual usage but low organizational investment, leading to discoordination and missed opportunities, according to the report. Without a transversal and goal-aligned strategy, organizations will continue to experience partial adoption, preventing them from reaching benefits such as increased efficiency, error reduction, and sustained income generation.
Lack of Coordination and Strategic Investment
The PageGroup and WeWork study, “AI and Presence: The New Work Landscape,” mirrors this reality. Of all workers currently using AI, only 6% do so according to their employer’s policy.
As access to AI has become more democratized, the perception of it as a threat has decreased. However, 30% of respondents in the Thomson Reuters findings believe their company is progressing slowly in AI adoption.
This lack of coordination prevents organizations from extracting the full strategic transformation value provided by AI. Companies investing without a roadmap end up with fragmented efforts and limited return on investment, according to Andrea Ziravello.
GenAI has the potential to free up an average of 240 hours per worker annually, time that could be allocated to more valuable business activities.
Skills Development
AI demands the development of new competencies, primarily soft skills. Talent training will be crucial to harnessing its benefits.
“The automation of repetitive tasks opens the door to a model where professionals focus on strategic functions, critical thinking, and decision-making with AI support. This transformation requires new technological skills, data knowledge, and constant adaptation, redefining competitiveness,” explains Andrea Ziravello.
However, AI training is occurring informally, driven by employees’ initiative rather than organizational guidance. In almost all AI-related skills, more than half of the learning is voluntary.
“Comprehensive training requires a multifaceted approach to AI learning: it combines formal education, practical experimentation, collaboration, and an adaptability mindset. Professionals with AI skills will gain a competitive edge, increasing both their personal impact and their organization’s long-term value,” Thomson Reuters highlights.
Key Questions and Answers
- What is the current state of GenAI adoption in the workplace? GenAI adoption is more informal than strategic, with only 22% of companies having a visible strategy.
- Why is strategic investment in GenAI important? Without a clear strategy, organizations risk falling behind competitors who do invest. It also ensures the full realization of benefits like increased efficiency and error reduction.
- What skills does AI development demand? AI requires new competencies, primarily soft skills, such as critical thinking and adaptability.
- How is AI training currently taking place? AI training is largely informal, driven by employees’ initiative rather than organizational guidance.
- What are the risks of not having a clear AI strategy and policies? It puts security aspects at risk, as almost the entire population may use AI without proper protection in a few years.
