Cultivating a Human-Centric Corporate Culture in the AI ​​Era

Throughout history, technology has shown that it can transform civilization.

In the 15th century, the movable type printing press radically accelerated the publication of written materials and the literacy of society as a whole. Today, artificial intelligence is bringing similar changes to business, and the “managed convergence” of AI with human capabilities is leading us to the cusp of an exciting new era.

Rather than threatening jobs, automation technology has often proven to do the opposite, creating more jobs. In his guide Learning by doing: the real connection between innovation, wages and prosperity, Economist James Bessen gives many examples, including the introduction of ATMs.

In the mid-1990s, the explosion of ATMs led people to assume that bank teller jobs would decline dramatically. Although ATMs initially reduced the number of bank teller per branch in urban areas, they made it cheaper to operate branches. Banks thus saw value in opening new branches; as a result, bank teller jobs declined overall increased.

That kind of positive outlook is echoed by technologist Marc Andreesen. The principles outlined in his “Techno-Optimist Manifesto” embrace the long-term view that human civilization is built “on a spirit of discovery, of exploration, of industrialization.”

Some forward-looking confirmations in the manifesto:

• “We believe that intelligence is the ultimate engine of progress.”
• “We believe that artificial intelligence is best seen as a universal problem solver. And we still have a lot of problems to solve.”
• “We believe…that people are the ultimate resource. With more people comes more creativity, more new ideas, and more technological advancements.”

Recognizing and enhancing human skills in the age of AI

Business leaders also recognize their employees as the ultimate resource. Nearly 65% ​​of HR leaders say the most critical skills for success in the AI ​​era will be “digital, interpersonal and cognitive,” including in-demand skills such as problem-solving, originality, integrity and the ability to learn.

Speakers at the World Economic Forum Annual Meeting emphasized creative and critical thinking, which allows people to view situations from multiple perspectives, evaluate diverse information and make informed decisions.

Leaders know that technology streamlines operations and improves efficiency, freeing up employees to focus on strategy and innovation.

In accounting, for example, automation helps eliminate the mind-numbing task of reviewing two reports side-by-side to ensure they match line-by-line. Accountants now have more time to focus on strategic advice for their clients.

And despite AI’s ability to analyze vast amounts of data and recognize patterns, human intuition is still valued by business leaders. It’s a skill for dealing with uncertainty, as in the AI ​​era, and a non-binary tool that drives innovation.

In his essay “How To Do Great Work,” computer scientist, entrepreneur, and author Paul Graham affirms the connection between innovation and the right set of techniques and skills. He praises the creative power of curiosity to fuel originality “by giving it new things to work on,” and sees the business value of curiosity to fuel questions just as originality fuels answers.

Graham also notes that great work can come from seeking out the best colleagues. “There are many projects that you can’t do alone,” Graham writes. “And even if you’re working on a project that you can, it’s good to have other people to encourage you and bounce ideas off of.”

Five Tips for Cultivating a People-Centered Corporate Culture

To help us facilitate our new era of transformation, here are five tips for cultivating and nurturing a people-centric company culture in an era of technological advancement.

1. Foster a tech-optimistic mindset

Leaders must inspire their teams to recognize technology as an enabler of creativity and productivity.

Regularly find ways to identify and communicate the potential of new technologies. Highlight success stories and case studies both inside and outside the company.