With the rise of GenAI, leaders anticipate that both entry-level and managerial roles will evolve towards specialization within the next three years!

?? With the advent of Gen AI, most leaders expect entry-level roles to transition from creation to review and refinement.

? Leaders and managers expect Gen AI to save them up to 7 hours weekly, allowing them to focus on strategic decision-making and tasks requiring emotional intelligence.

??One third (32%) of the tasks are expected to be assisted by Gen AI over the next 12 months.

?? 57% of leaders and managers say that Gen AI has already amplified the strategic scope of their managerial and leadership roles.

?? However, the adoption of GenAI by leaders and managers is progressing slowly, with only 15% utilizing GenAI tools daily in their work,

Only one in three says that they can articulate their needs to a Gen AI system, while just 38% of leaders and managers are confident in prompt engineering, according to a new interesting research published by 凯捷咨询 using data ?? from a survey of 1,500 leaders and managers and 1,000 employees (entry-level individual contributors) at organizations with annual revenue above $1 billion in 15 countries and across various industries.

?Evolution of Entry-level roles to review

Researchers found that more than 6 in 10 leaders and managers expect entry-level roles to evolve in the next three years, from creation (of content/code, etc.) to critically reviewing and refining outputs generated by Gen AI.

In our research, over half (51%) of leaders and managers anticipate that numerous entry-level roles will evolve into frontline managerial roles within the next three years, as the integration of Gen AI into existing workflows accelerates.

It should be noted that this shift depends on several factors:

?? Clarity on skills requirements at higher levels

?? The ability of junior employees to develop these skills (often tied to experience, which cannot be fast-tracked)

?? The availability of opportunities available for the shift.

?Managerial roles will transition to specialist, expert or top strategic leadership

Researchers predict that 51% of leaders and managers believe many entry-level roles will evolve into frontline managerial roles within the next three years. Managers will use Gen AI as a “co-thinker” – assisting in complex and value-adding activities.

?Gen AI has the potential to unlock significant benefits

Gen AI yields significant productivity improvements at entry level and researchers discovered that Gen AI enhances employee creativity, reduces work-related stress, and complements human skills by filling knowledge gaps.

?GenAI will also transform Leadership and Management

Researchers highlighted that leaders and managers currently spend more than one-third (38%) of their time on administrative and project management tasks.

With Gen AI, they anticipate a greater focus on strategic decision-making and people-centric leadership.

In fact, within organizations that are advanced in Gen AI implementation, 57% of leaders and managers report that Gen AI has already made their roles more strategic.

In the next three years, researchers predict that:

1?? Three-quarters (78%) of leaders and managers predict that Gen AI will augment their problem-solving and decision-making.

2?? Over half (52%) of leaders and managers expect that their roles will shift toward tasks that require a high level of emotional intelligence

?There is a significant gap between the potential and actual usage of Gen AI

Researchers noticed that the adoption of Gen AI in management is believed to have lot of potential, but adoption is gradual.

Although 97% of leaders and managers say that they have experimented with Gen AI tools, only 15% use Gen AI tools at least once a day in their work.

Top hurdles to Gen AI adoption across leadership and managerial tasks include:

? Lack of confidence in Gen AI tools (cited by 65% of leaders and managers)

? Lack of skills to drive output from Gen AI effectively (60%)

? Lack of clear guidelines from organizations regarding usage (59%)

? Complexity of integration of Gen AI with existing systems and workflows (59%)

?Top five skills to reap the benefits of GenAI

Researchers outlined essential skill areas that different management levels and employees should prioritize:

• The data democratization that Gen AI brings requires data management, prompt engineering, and technological literacy, not only of frontline employees but also of leaders and managers.
• Besides technical skills, Gen AI adoption will demand behavioral changes. Employees need to demonstrate problem-solving skills, and leaders and managers need to enable a culture of continuous learning and experimentation.
• Gen AI adoption will also require development of other soft skills, such as strong risk management, to head off potential issues around security, privacy, ethical concerns, IP, etc.

?? Finally, researchers recommend organizations to proactively build a workforce augmented by GenAI :

??Design new organizational structures and optimize workflows for human-AI collaboration: Rethink workforce planning, roles and career paths for the evolving organizational structures

?? Equip workforce with technology to evolve into an augmented force: Provide access to Gen AI tools in a well-governed environment

?? Prioritize skill development and behavioral transformation: Empower people with skill development to use and trust Gen AI

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This remarkable research, amidst the "avalanche" of studies on GenAI, has the potential to revolutionize the workplace for employees. It reveals that at the workforce level, GenAI not only facilitates and augments one-third of tasks but also drives the evolution of roles from creation to review, accelerates career progression, and creates new roles. GenAI is shifting leadership and managerial roles towards strategy, innovation, and AI-augmented decision-making. Additionally, managers will gain new responsibilities, such as ensuring the responsible adoption of GenAI and acting as catalysts for organizational change. As researchers conclude, the role of GenAI itself will evolve from being a co-pilot to a co-thinker, capable of strategic collaboration and dialogue with its human counterparts.

??Thank you 凯捷咨询 researchers team for sharing these insightful findings:

Elisa Farri Gabriele Rosani Jerome Buvat Nancy Manchanda Subrahmanyam KVJ Tvishee Kumar Inma Casero Claudia Crummenerl Marjolein Wenderich Marguerite Nguyen Melissa Swift Melissa Davison Charlotte NO?L Christina Boesenberg Marjolein Wenderich

Dave Ulrich

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