How do you observe your clients adopting AI and managing the rapid changes it introduces?

CEOs recognize that while AI is straightforward to experiment with, it’s challenging to implement at scale, which is why they turn to Accenture. This is reflected in the significant growth of our advanced AI division over the last couple of years.

How are you witnessing these AI-driven transformations affect workforces? 

AI transforms the nature of work, the composition of the workforce, and the tools used for tasks. The specific tools for any job are evolving. In the era of AI, human workers will be augmented. Accenture assists clients in redesigning how work is performed to leverage this technology. Furthermore, the workforce itself requires new skills. We are observing two main trends: an emphasis on upskilling—which is why Accenture launched LearnVantage, to empower companies to invest in their employees—and a rotation of talent, as not every individual will transition effectively during workforce transformation.

What is your approach to training and upskilling? 

When considering employee development, two key aspects are crucial. First: clarity and the ability to continuously update necessary skills as technology progresses. Second, a comprehensive perspective on the required skill set. For instance, while leaders must grasp the technology, it is equally important that they possess strong communication abilities and expertise in driving change. This is because, at its core, the age of AI involves modifying our working methods, cultivating new mindsets, and reimagining every facet of an organization, including its products.

What are your thoughts on AI risk and responsible AI? 

Trust forms the bedrock for AI implementation. Without it, companies will be hesitant to move beyond initial pilot programs, whereas with trust, innovation can flourish. Responsible AI is essential for any enterprise’s successful utilization of AI, as it provides the foundation for scaling AI initiatives. Accenture established a responsible AI framework before the term “responsible AI” became widely recognized. We integrate responsible AI principles into all our endeavors, whether we are executing projects for clients or guiding them in their AI adoption.

Could you provide an example? 

We have developed a new product that ensures that if a company modifies its compliance policies, for example, all of its AI systems are automatically retrained to adhere to the new guidelines. This is a complex undertaking. The product facilitates this process automatically across the entire enterprise, for all AI, ensuring there is no divergence between the required behaviors, those exhibited by humans, and those that digital agents must also follow. This is a tangible example applicable to virtually every instance of an AI agent. We created this product because, currently, companies’ HR departments are not equipped to ensure that AI agents acting on behalf of the company incorporate these embedded policies and behaviors.

As a leader, what key insights have you gained during this period of transformation? 

The human experience must remain central to all design processes, as technology complements rather than replaces human ingenuity and people. This approach ensures the creation of genuine business value, rather than merely demonstrating AI’s capabilities. These are distinct objectives; one can showcase impressive AI functionalities without delivering actual business benefits.