When companies undertake a new technology initiative like integrating AI into work processes, they often face both cultural and operational challenges.
Overarching all this is the very natural human resistance to change, and how the resulting uncertainty translates into tangible concerns — about job security and roles, feeling powerless and losing control over their work, or being unsettled due to disruptions to established routines and processes. Employees can doubt their ability to adapt, fearing they lack the skills or knowledge to succeed in the new environment or with new technologies.
This self-doubt and fear of not performing well in the new situation can lead to real business consequences:
- Reduced productivity and performance
- Increased stress and burnout
- Negative work environment
AI and Workplace Culture
While there are certainly generalizations to be made about the cultural impacts of AI, specific industries face unique friction based on their norms.
In manufacturing, for example, workers on the line may lack technical training or fear displacement. Deep-rooted processes and regulatory constraints can make agile innovation more difficult.
Concerns about ethical AI in organizations are common in healthcare. Clinicians may be skeptical of AI diagnostics or automation in care delivery, and concerns about patient privacy and HIPAA compliance add complexity to implementation.
In retail, there are obstacles to frontline adoption of AI and worries over the customer experience. Employees may struggle to understand how applications of AI such as recommendation engines or inventory forecasting positively benefit their day-to-day actitivities. And high turnover in retail can undermine consistent best practices.
And while the technology industry is among the leaders adopting AI, translating it into measureable business outcomes remains a challenge. Just one in four companies can show tangible value from AI.
When we think about AI, leaders often think about its impact on business processes. Left unconsidered, however, is the uncertainty around the impact of AI on employees, and how AI in the workplace impacts employee engagement.
What we do know, is that companies that risk missing the AI opportunity will be ones that:
- Have unclear ROI or strategy misalignment around AI initiatives
- Disconnects between departments and processes
- Lack accountability at every level of the organization
It’s not how AI is changing work, but how the unknown about AI is changing work culture.
Build a Culture Ready for the Future of Work
To achieve lasting cultural changes that result in a more adaptable organization, able to adopt AI and other shifts more quickly and productively, business leaders should focus on three key strategies:
- Provide clarity around direction
Nearly every global executive (98%) believes AI will play an essential role in their organization over the next three to five years, yet many struggle with how to best align AI within their broader business strategies. This misalignment often results in unclear metrics for success and difficulty in demonstrating tangible returns on AI investments.
You must be able to articulate your company’s purpose, strategy, and key business results vis-à-vis AI projects. When you start with clear cultural beliefs, you’ll be able to put in place targeted programs aimed at narrowing the gap between strengths and weaknesses within the company culture. - Create alignment around process
AI adoption is increasing, yet the function-specific implementation indicates there are potential silos. This underscores the need for cross-functional coordination and collaboration to maximize AI’s benefits and to present a clear strategy for your employees.
Leaders can evaluate and align internal systems and processes, and then equip managers with culture management tools that support consistency. When you can ensure this level of support for your objectives and the cultural best practices that enforce them, you’ll be building an internal network of culture champions that maintain the positive growth you seek. - Insist on accountability around actions
The pace of AI adoption is increasing — at the end of 2024, nearly 80% of business leaders say their organizations already use AI in at least one function, up from 72% at the beginning of the year.
Key to rapid adoption will be establishing criteria for accountability across the organization to connect individual roles to key results. Effective leaders must set expectations that are frameable, obtainable, repeatable, and measurable.
“When an AI chatbot was first introduced to our call centers, workers assumed they would lose their jobs. Instead, we framed its adoption as part of the organization’s higher purpose to do what’s right for the customers. Our employees found AI was a tool that could make them more effective and able to deliver better, faster customer support, which supported our objectives.” — Call Center Leader
AI Is Part of Your Strategic Plan — Is Your Culture?
Your business is likely already using AI and encountering challenges with adoption and roadblocks to innovation.
By working to build a culture that is adaptive, nimble, and ready — not resistant — to change, you can ensure your workforce is fit for purpose and primed to deliver business results.
Contact Culture Partners today to learn how your organization can create a culture that can make the most of AI.
