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Artificial intelligence is now part of everyday life and makes its presence more and more feel in the business world. However, the AKEY question for the leaders of finance and technology is looming: are companies, employees and managers really prepared for AI?
The deployment of AI and automatic learning applications can mean many changes and risk introduction, and companies must be ready.
“”While organizations see the AI transformer potential, managers and employees often find it difficult to prepare for their integration in the workplace, “said Rajprasath Subramanian, architect in main company, commercial and technological innovation, at the company SAP company software.
“This is largely due to a lack of comprehension and complete training on AI capacities, in particular given the significant progress in areas such as Agentic and large language models, ” Subramanian said.
In addition, there is a widespread concern concerning the movement of jobs due to the adoption of AI, which leads to resistance or apprehension among employees. He mentioned in detail how tHis fear can hinder a proactive commitment with AI tools and limit reversal opportunities.
Subramanian advised financial directors to remain aware of the Rapid advancement of AI and how it often goes beyond the ability of organizations to Provide necessary trainingleading to a potential skills gap.
AI can be a disruptive technology that naturally presents challenges for businesses. A investigation Out of 3,450 C-Suite leaders and 3,000 non-suited employees led by the IT and Enterprise Accenture service company have found that many C-Suite managers and employees predict that the change will continue at a high rate in 2025 and that the two groups feel less ready to respond to it a year before.
More than half of C-Suite leaders (57%) said they thought their business was not fully prepared. And while 2024 was the year of the generative AI, Accenture said, after 12 months of rapid adoption, only half of the leaders of the C Suite C say that their organizations are fully prepared for technological disturbances. Only 36% say they have set up AI generative solutions.
“Most companies do not have a common AI foundation, which makes it difficult to balance the right speed with the right controls a business needs to go to scale,” said Lan Guan, head of AI at Accenture.
Guan mentioned how nearly a third of the leaders of C-Suite interviewed by its organization have declared that the limitations with data or technological infrastructure are the greatest obstacle to the implementation and the scale of GEN IA.
“Many CIOs still hesitate to deploy and evolve new AI tools because AI costs are a target in motion,” said Guan. “With breakthroughs that occur every week, AI can quickly become the new source of technical debt, and the abundance of choices can be overwhelming and can paralyze decision making.”
He added that companies must personalize AI with their specialized data, “and most companies find it difficult to find easy ways to do so.”
When asked what could cause a lack of preparation for AI and what factors contribute to the ability of organizations to make the most of AI, Guan said that this is up to the investment strategy and the implementation process.
“The generative AI should improve productivity of more than 20% over the next three years, therefore a lack of preparation for the AI generation means loss of productivity and failure to obtain a significant return on investment on the investment Companies direct to Gen IA, “said Guan. “Companies are lagging behind the adoption and competence in AI can find it difficult to compete with the peers of industry that have effectively exploited AI for innovation and decision -making.”
In addition, an unpaid workforce for AI could find it difficult to adapt to new workflows, resulting in disturbances and a decrease in productivity during the transition period. “Without a good understanding and training, employees may not fully take advantage of AI tools, which leads to sub-optimal performance and missed opportunities of efficiency gains,” said Subramanian.
Another potential setback is the impact on morale and employee retention. “Fear and uncertainty about the impact of AI on employment roles can lead to a decrease in employee morale, increased commitment and rolling rates,” said Subramanian.
Devious an AI strategy
Financial directors can take action to help prepare their organizations for the wider use of AI.
We are at DETANT A CLEAR IA strategy. “The CFOs should collaborate with other C-Suite leaders to establish a complete AI strategy that aligns the organization and global mission of the organization,” said Subramanian. This implies identifying the areas where AI can add value, establish realistic adoption deadlines and allocate the necessary resources.
Another step is to invest in employee training and increase. “To effectively fill the skills gap, financial directors must defend initiatives focused on the development of literacy and employee AI skills,” said Subramanian. “Pharmaceutical companies like Johnson & Johnson have implemented AI compulsory generative training for more than 56,000 employees, ensuring that their workforce is equipped to integrate AI into various trade processes.”
Financial directors must also ensure that their organizations have robust data governance and infrastructure. “The effective implementation of AI is based on high quality data and the infrastructure to process it,” said Subramanian. CFOs should work closely with data leaders and CIOs to establish solid data governance practices, guaranteeing data accuracy, security and compliance with regulations. »»
Financial directors underlined by Subramanian should invest in a scalable IT infrastructure to support workloads. “For example, companies are invited to have a robust IT infrastructure in place to process large volumes of data, because larger data sets require greater computing power,” he said. “By proactively approaching these areas, financial directors can facilitate a more fluid transition to the adoption of AI, positioning their organizations to fully capitalize on the advantages of AI technologies.”
To access the value of the AI, companies should rethink the work processes advised by Guan. He added that CFOs should build a strong digital nucleus that is dynamic rather than static, and collaborate in the construction of a talent pipeline and a development system that savor the opportunities to explore with a generative AI.
To support this, Guan said that financial directors should adopt a multifaceted approach. “Financial directors must encourage their organizations to build a solid technological foundation, apply data governance and operationalize AI to generate evolutionary and high impact results,” he said.