Page 18 - AI for Good - Impact Report

AI for Good

to GenAI tools can help people become more comfortable with the technology and understand
how it can benefit their work. 61

Workforce access to approved GenAI tools and applications remains low. Deloitte United
States's Report on AI in the Enterprise found that nearly one in four surveyed organizations
provided approved GenAI access to 20% or less of their workforce. Even among organizations
with ‘high’ GenAI expertise, worker access to approved tools remains the exception rather than
the rule. This low penetration rate is often due to concerns around risk management, data
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security, and the potential for GenAI outputs to be unpredictable and subject to inaccuracies,
which can undermine trust.

Upskilling and reskilling the workforce is a critical barrier. Organizations need to redesign work
processes and career paths to take full advantage of GenAI. This involves developing new roles,
work processes, and an organizational culture that focuses on developing talent at all levels
capable of using GenAI to its full advantage. Upskilling and reskilling are essential for capturing
GenAI's full value and positioning workers for future success.
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Barriers to scaling GenAI include the lack of centralization, the right data management,
technology infrastructure, and governance to ensure high-quality inputs and verified, explainable
outputs. Building trust through transparency, familiarity, technology, and guardrails is essential
for fostering wider adoption. 64

Worker resistance due to a lack of familiarity, concerns about being replaced, and concerns
about control over what GenAI applications are being used within the organization also pose
significant barriers. While cautious initial use of GenAI tools makes sense, tight restrictions
should be temporary, not long-term. Addressing these barriers is crucial to unlocking GenAI's
full potential and driving substantial value creation. 65

As organizations scale their GenAI initiatives, they must address challenges such as data security,
explainability of AI outputs, and workforce trust. Building a culture of curiosity and transparency,
along with robust data management and governance, will be essential for realizing GenAI's
full potential. Despite challenges, there is optimism regarding the potential of GenAI, with
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82% of surveyed leaders stating that AI increases job satisfaction and enhances performance.
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Promoting cross-organizational collaboration and establishing an AI center of Excellence (AI
CoE) can fuel this optimism. An effective AI CoE embeds AI in the core business and strategy,
focuses on observable business impact, provides a comprehensive view of the foundational
technology stack in the data and analytics functions and monitors technology trends and
competitor activities. Leaders need to shift from being mere observers to active participants
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and must actively promote and integrate GenAI into the organizational framework, creating
trust and psychological safety at the highest levels of the organization. Leaders must visibly
commit to the GenAI strategy, not just as a sign of approval but also to signal the organizational
direction.
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AI is transforming the workforce

AI, particularly GenAI, is reshaping the workforce by automating routine tasks, shifting job roles,
and augmenting human abilities. Research from the International Labor Office (ILO) suggests
that a maximum of 2.3% of global jobs could be fully automated, but this does not account for
the new jobs created by this technology. 71

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