AI in the Workplace: The Need for Human Competence and Leadership

Artificial intelligence (AI), particularly large language models (LLMs) like ChatGPT and Copilot, is at the forefront of today’s technological debate. Every day, we hear about how these tools are transforming the workplace, automating complex processes, and boosting productivity. It’s no surprise that many companies are investing in these tools with the expectation of immediate and revolutionary results. But the reality is more nuanced: AI is undoubtedly a powerful technology, but the real challenge lies in integrating it correctly into the human and business context.

To better understand where we are in this journey, we can refer to the concept of the Hype Cycle, a model that describes the phases a new technology goes through—from the initial enthusiasm to its practical application. Currently, for LLMs, we are in the “slope of enlightenment,” that moment when, after the initial hype, we begin to understand the real potential of this technology. It is a crucial phase, where unrealistic expectations have been scaled back, but many companies and professionals still need to learn how to use these tools effectively.

This is where the game is played: artificial intelligence cannot replace human skills such as critical thinking, experience, and intuition. It’s not enough to know how to use a prompt in ChatGPT or generate code with Copilot. These are just the first steps. The true value of LLMs emerges when they are integrated into business dynamics and supported by people capable of interpreting, evaluating, and making informed decisions. Otherwise, there’s a risk of using these technologies as mere “gadgets,” without fully exploiting their potential.

Many users stop at a superficial level: they open ChatGPT, enter a prompt, and take the response as gospel. Or they use Copilot to speed up code writing without fully understanding the result. But this approach severely limits the benefits these tools can offer. LLMs are only as powerful as those who use them. Without human expertise guiding and refining the use of AI, there is a risk of achieving mediocre or even harmful results.

For companies, this is the time to carefully reflect on how to integrate these technologies. The adoption of LLMs must be accompanied by targeted training for staff. It’s not enough to instruct employees on how to enter a prompt or use an automatic function: it is necessary to ensure they understand the context in which AI operates, know how to evaluate the results it provides, and have the skills to intervene when necessary. Otherwise, business decisions might be based on automated suggestions that fail to account for real-world nuances and complexities.

Another fundamental aspect is investing in continuous assessments to evaluate both technical and soft skills. Critical thinking, problem-solving, communication, and collaboration are essential traits that AI cannot replace but are key to unlocking the full potential of these technologies. Companies must recognize that AI is not a shortcut to overcoming skill gaps. If used without proper oversight, it can amplify existing problems.

While companies are rushing to adopt AI, there’s a crucial element that has been overlooked: leadership. AI is not just a technological transformation but a strategic one, and leadership plays a pivotal role in determining its success. David De Cremer, in his book The AI-Savvy Leader: Nine Ways to Take Back Control and Make AI Work, emphasizes that many leaders have ceded their role in guiding AI adoption, leaving key decisions to technical teams or investment groups that may not have a holistic view of the organization’s goals.

De Cremer argues that responsible leadership is more important than ever in this AI-driven era. Without it, businesses risk misaligning their AI initiatives with broader strategies, leading to underwhelming results or, worse, failure. He identifies nine actions leaders need to take to ensure AI is implemented successfully, focusing on traditional leadership skills like vision-setting, effective communication, and strategy execution—all adapted to the context of AI.

What’s interesting is that these are not highly technical skills. De Cremer’s message is clear: leaders don’t need to master machine learning algorithms to be effective in the AI age. Instead, they need to reclaim their role at the forefront of the AI revolution, ensuring that human-machine collaboration aligns with the company’s goals and values.

Leaders must avoid the trap of viewing AI as just a technological shift. It is a transformation that affects the entire organization and requires careful alignment with business strategies. Leaders need to ensure that AI initiatives serve a purpose beyond automation—they should be tools for enhancing creativity, decision-making, and growth. By remaining active participants in the AI transition, leaders can ensure their organizations avoid common pitfalls and create value for both the business and its employees.

At this moment, we are in a crucial phase: the slope of enlightenment is the point where technology begins to mature, and it becomes clear who will successfully integrate it and who will be left behind. Organizations that understand the importance of a holistic approach, combining technology and training, will be the ones that manage to harness the full potential of AI. Conversely, those who see AI as a simple shortcut risk facing bigger problems than those they wanted to solve.

Leadership must play a key role here. Companies that view AI as a tool to complement human talent—not replace it—will emerge as winners. Leaders must take charge of how AI is deployed, ensuring that it aligns with broader company goals and fosters an environment of responsible, informed use. As De Cremer’s book emphasizes, AI can either be a powerful tool for growth or a missed opportunity, depending on the quality of leadership guiding its integration.

In conclusion, artificial intelligence and LLMs represent an extraordinary opportunity to improve productivity and efficiency, but only if correctly integrated with human expertise and effective leadership. Companies must invest not only in technology but also in people through continuous training and regular assessments, while leaders must reclaim their role at the helm of AI strategy. Only in this way can the true potential of AI be realized, avoiding it becoming just a passing trend or, worse, an obstacle to growth. The future belongs not just to technology but to those who can lead and manage its integration intelligently and responsibly.