The Power of People Empowered by AI

In today's fast-paced digital economy, it's no longer enough to simply hand out tools to employees and hope for the best. With the rise of AI, particularly Large Language Model (LLM)-enabled technologies like AI assistants, AI twins, and AI agents, organizations have the opportunity to unlock unprecedented levels of productivity and value creation. But this requires more than just providing access to these tools—it requires guidance, communication, and a cultural shift within the organization.

AI not only boosts productivity by automating lower-value tasks, but it also creates new opportunities for value discovery by enabling employees to apply AI in innovative ways. When individuals learn to harness LLM-enabled AI tools in practice, they naturally begin to explore what else these technologies can do, even within their higher-value work. As they become more comfortable and proficient with AI, their overall value to the organization grows—both through direct time savings and by finding new ways to leverage AI for innovation and problem-solving.

This cycle of learning and innovation doesn’t just stay at the individual level. The more people within a team or organization who adopt these LLM-enabled AI tools, the more likely it is that this kind of organic exploration and value creation will spread. Employees begin to share their practical AI learnings with one another, creating a ripple effect across the organization. AI moves from being just another tool to a catalyst for continuous improvement and creativity.

However, this won’t happen if the dominant narrative remains one of fear—specifically, the fear of being replaced by AI. This fear can prevent employees from fully engaging with these powerful tools, limiting the potential for growth and innovation. That’s why clear, broad communication from leadership is essential. Employees need to understand that LLM-enabled AI tools—whether AI assistants, AI twins, or AI agents—are not here to replace them but to empower them. By framing AI as an enhancement to their work, rather than a threat, organizations can foster a culture of innovation and curiosity, leading to greater value for both the business and its employees.

A Visual Representation of AI’s Impact on Value Creation

To better understand this dynamic, the accompanying image illustrates how AI empowers employees by shifting the balance between lower-value and higher-value work. Traditionally, employees spend a fixed amount of time on both lower-value tasks (which are necessary but not impactful) and higher-value tasks (which directly contribute to growth and innovation). As AI replaces the lower-value tasks, employees can focus more on high-impact work, which increases their overall contribution to the organization.

The image highlights three phases:

1. Current State: Employees spend time on both lower-value and higher-value work. Both are important and necessary, but the higher-value work is limited by the time spent on routine, lower-value tasks.
2. AI Adoption: As AI takes over lower-value tasks, employees have more time to devote to higher-value work. This leads to direct cost savings and an increase in productivity.
3. Value Expansion: As employees become proficient with AI, they discover new ways to use it for even higher-value tasks. This creates new opportunities for innovation and further increases the indirect value that employees bring to the organization. The more employees embrace AI, the more this cycle continues, expanding value at every level.

This illustrates how AI not only enhances productivity but also fosters continuous learning and innovation. As individuals become more proficient with AI, they are likely to seek out new applications for it, even within their high-value work. This self-reinforcing loop leads to ongoing growth, both for the individuals and the organization as a whole.

Leadership's Role in Enabling AI-Driven Value Creation

For this cycle of AI-driven value creation to truly take hold, it requires more than just tools—it demands strong leadership and a clear cultural message. Leaders must address the fear of replacement head-on, communicating that AI is here to augment and empower employees, not replace them. Employees need to feel secure in their roles so that they can fully embrace AI without fear of obsolescence.

Moreover, leadership must actively encourage the sharing of AI-related learnings and best practices across teams. By fostering a collaborative culture where employees are incentivized to share their AI discoveries and innovations, organizations can unlock even more value. The more people are empowered to experiment and share their findings, the more likely it is that AI will drive continuous value creation across the entire organization.

Conclusion

The power of AI, particularly LLM-enabled tools like AI assistants, AI twins, and AI agents, lies not just in automating tasks but in empowering people to create new value. When employees learn to harness these tools effectively, they unlock new opportunities for innovation, both in their lower-value work and in higher-value, strategic areas.

As an individual, it's crucial to consider how you approach these new emerging AI tools in your work. Regardless of your decisions, others are already adopting these tools, and this will likely shape the expectations for your role in the future. You can start experimenting privately with AI tools before they become a requirement in your workplace. If you're managing a team or company, it's important to ask yourself: Where are you and your teams currently in this AI evolution, and how are you supporting their growth now and in the future?

A key aspect of committing to this AI-driven cycle is discovering the best starting points for you or your team to begin your learning journey. If you need guidance, I'm happy to help—whether it's through my AI twin, Valto AI , or in person. Together, we can ensure that you and your organization are well-positioned to harness AI for ongoing growth and success in the digital economy.