Optimistic, worried, limitless, revolutionary, *excitanxious*

To kick off our inaugural AI & Future of Work Summit, we asked a diverse group of 100 C-suite leaders how they felt about AI. As you can see, it elicited a spectrum of emotions, ranging from fascination to trepidation.

Husayn Kassai, CEO and Founder of Quench.ai, addressed this paradox in his opening remarks.

Yet, there is a reason for hope, with Husayn acknowledging that we still have the power to shape AI into a tool that creates more opportunities, not fewer.

Ana Bakshi, COO at Quench.ai, reinforced this viewpoint, emphasising the need for safe spaces to exchange ideas and collaborate on AI adoption and upskilling:

The Summit featured four panels which delved into AI’s impact across corporations, high-growth companies, governments and educational institutions.

In this interdisciplinary discussion, a common thread emerged – the most significant performance improvements come when AI and humans complement each other’s strengths. The conference itself mirrored this sentiment. The connections formed showcased that in-person interactions have not yet found an adequate replacement online. Old-fashioned hand written notecards were even distributed – a veiled reminder that the human touch remains vital in our increasingly digital world.

Why do technologies often fail to deliver their expected value?

Robust Data Models

In our first panel, Marcus East, ex-Chief Digital Officer at T-Mobile, emphasized the importance of having robust data models to ensure the credibility of everything that enters a small or large language model. Marcus faced this challenge whilst CTO of National Geographic when he decided it was too dangerous to use Generative AI models. Their archives, although incredibly rich, were tainted with anachronistic uses of language concerning descriptions of people of color written hundreds of years ago. Nicky Gray, ex-Chief People and Culture Officer at Fremantle, also shared data infrastructure issues, highlighting the difficulties of merging incompatible legacy systems during new business acquisitions.

Scarcity of AI talent

Another significant stumbling block that companies face is the scarcity of AI talent. Fabian Stephany, Assistant Professor in AI and Work at the Oxford Internet Institute, pointed out there will be a need for both technical AI skills and professionals who can connect AI capabilities to organizational goals. Unfortunately, most companies lack the talent needed to fully unlock AI’s potential.

A people-centric approach to GenAI transformation

So, what is the best possible approach to GenAI transformation? Joe Hildebrand, Managing Director and Lead for GenAI Centre for Human Potential at Accenture, proposed three potential paths: aggressive, cautious and people centric. The answer in his eyes is glaringly obvious, according to research from Accenture, companies that place people and innovation at the center are predicted $17.9 trillion in value versus $7.6 trillion for those who take a cost-centric approach – an astonishing $10 trillion differential. 

A people-centric approach is about creating a compelling narrative. Joe has seen several organizations create a business case, but far too often it was only about cost-cutting, and not about how they can bring more creative thinking to the workplace. He advocated for fostering a culture of experimentation where employees feel empowered to innovate with AI.

This was echoed by Nicky who offered practical advice for implementing new technologies with people in mind:

1. Apply technology at the top level
2. Create champions for change
3. Provide reassurance
4. Keep it as simple as possible

However, our panelists warned against aimless experimentation. Drawing from his experience in Silicon Valley with companies like Apple and Google, Marcus urged organizations to be ruthless with KPIs that define success. At T-Mobile, he used digital tools and AI to improve customer experience which was tied to specific KPIs, allowing them to generate in excess of $200M of additional value through investments. His advice resonated with Nicky who worked on clarifying Fremantle’s north star to orientate their decision-making: “Be the place creators want to call home”. 

Human-AI Collaboration in Action

Effective examples of Human-AI collaboration were abundant throughout the day. Rich Waterworth, former General Manager at TikTok, highlighted content moderation as a key challenge. Whilst AI excelled at identifying explicit content like nudity at scale, it faltered in more nuanced areas, such as hate speech, where human judgment remained essential. 

Claire Davenport, recently appointed interim COO at Multiverse, highlighted the powerful collaboration between AI and human coaches, emphasizing the importance of keeping “the human in the loop”. AI coaches work alongside human tutors in the same chat to provide round-the-clock support, learning from past conversations and prompting students to think critically, rather than giving direct answers. This socratic AI approach not only encourages independent thought but also allows human tutors to review chat histories and monitor the AI’s recommendations, ensuring guidance stays aligned with student needs.

Meanwhile, Mark Chaffey, CEO & Founder of Hackajob, warned against fully automating recruitment decisions. He cited Amazon’s failed attempt to make a fully automated hiring process in 2018 which demonstrated heavy bias against women. His advice was clear: “You should build a recommendation platform. You should not build a decision making platform.”

How can we ensure technologies benefit everyone? 

If GenAI is to be the great equalizer of opportunity, how do we ensure no one is left behind? This question has long preoccupied Baroness Martha Lane Fox as the former UK Digital champion. Yet, despite her tireless efforts, a profound digital skills chasm remains, exacerbated by the Covid-19 pandemic. The scale of this challenge is stark, according to the President of British Chambers of Commerce, 84% of businesses in the UK do not even know where to start to deploy AI. 

“We need a country that is more deeply connected,” Martha insisted, rejecting the notion that we can accept people remaining offline. There are immediate solutions within reach: improving infrastructure, adjusting pricing and tariffs, and designing technologies with inclusivity in mind.

Join us for our 2025 Summit

As the curtains closed on our Summit, we hoped that the sentiments of worry and anxiety initially shared had converted into pragmatic optimism. Encouragingly, 90% of our survey respondents reported that their confidence in understanding AI had “moderately” or “greatly improved”. While challenges remain, the opportunities for growth and transformation are vast. The key will be to harness AI in a way that empowers everyone to thrive in this new era.

We look forward to continuing this journey together. To stay connected and take part in next year’s conversations, you can register your interest in our 2025 Summit.