Artificial intelligence is rapidly changing the way professionals work, but not everywhere at the same pace. Some professionals are already benefiting, others still have to wait for better practical applications. However, the use of AI is not just about technology, but above all about leadership and culture, says Antti Merilehto, a coach and trainer.
He coaches corporate management teams for the AI era and has written a book on the subject, AI - A guide for managers.
- In many workplaces, people are already living a change-saturated daily life after the pandemic and mandatory teleworking, amid constant reforms and ever-increasing goals. Into this environment has come AI, which is changing many ways of doing knowledge work. Many people are wondering how they will be able to cope with another big change, says Merilehto.
That's why the introduction of AI in companies and organisations is not a technology project, but first and foremost a management issue.
- Every employee has the right to know what AI can be used, for what purposes and with what data. Once the boundary conditions are clear, everyday experiments become safe and shared learning spaces. Trust is built when no one feels alone in the face of the new.
In addition to good guidance, Merilehto stresses that time must be made available for learning AI.
- It is up to management to decide what to leave out or postpone, so that employees and front-line staff have time to make AI an effective assistant in their own work. Otherwise, even good intentions get buried in the rush.
AI is already a competent sparring partner and assistant
IT workers already have experience of using AI, including bad experience. According to Merilehto, AI is changing working life so fast that we cannot really see all the changes. What was not possible a year ago is now commonplace.
- Agents based on AI can now independently perform routine tasks and assist with more complex tasks. Anyone doing specialist work should use AI as their own personal sparring partner and assistant.
For example, in front-line work, AI can help with development discussions.
- Many front-line workers have many far too many team members to lead. When AI compresses all the data about team members from HR and information systems for the front-line manager, he or she can spend time talking to team members instead of collecting data, says Merilehto.
The same logic works in areas such as shift planning, reporting and customer contact tracking: the AI helps with routine tasks, leaving the specialist more time for what cannot be replaced: meeting, listening to and guiding people.
AI skills are the skills of the future for individuals
AI is not only a new tool for improving organisational productivity but also a future skill for the individual.
- A good question for everyone is: would I be chosen for my job today? And if I had to change organisations, would I be selected for the same or better pay? Painful questions for many, but worth facing, says Merilehto, and continues:
- When a specialist learns to use AI in their work as a personal assistant and sparring partner, their skills develop and improve, and their market value increases. The importance of this should not be underestimated, especially in the industries most affected by AI.
Artificial intelligence can increase a sense of control at work
At its best, AI can improve working life by increasing the autonomy, the sense of control over their work, of those doing specialist work.
- When a machine takes over routine tasks, it frees up human time and energy for what really drives us forward. We can do our jobs smarter and, with the help of AI, get everything done during the day that needs to be done. This also means we can spend more time with our loved ones outside work, says Merilehti, who envisages a good working life in the age of AI.
The era of AI challenges the structures of working life, but also offers the possibility of a better everyday life.
- What is certain is that we will all be surprised by what working life will be like in 2030. Some of the changes will be good, some will certainly be bad," says Merilehto.
Three decisions for a better working life in the era of artificial intelligence
According to AI coach Antti Merilehto, a fair change in working life in the era of AI starts with three leadership decisions that employees should demand from management.
- Common ground rules. Employees have the right to know which AI applications can be used and how.
- Prioritisation for reality. You can't learn something new unless you give up something old. Management should show by example what can be given up to allow time to learn AI.
- Learning for everyday life. Experiments are done quickly and visibly. Teams share successes and insights, and these become common practices.
When the basis for doing work and learning new things is agreed, what is really needed in expert work can emerge: autonomy and a sense of control. With AI taking care of routines and acting as a personal sparring partner, the expert can focus on tasks that require thinking and creativity, and on working with people.