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AI Adoption
Over the last few years, AI has accelerated at an unprecedented pace. Two types of AI leaders have emerged: those who were early adopters and bought into it straight away, and those who have been hesitant, fearful of the unknown.
On an individual basis, the adoption of AI has snowballed. Professionals started using it for simple tasks, almost like a Google function for searching insights, and now it has become part and parcel of everyday work. It has helped automate menial or low-value-adding tasks and freed up capacity for more strategic functions.
However, AI is not an all-in or all-out solution; its usefulness should be considered use case by use case. AI will not and should not be the first port of call to solve every organisational issue. Instead, find the problem, identify whether AI is the solution or part of the solution, and build it in.
Operational vs Strategic AI: The Human Element
There are certain functions where AI can service organisations quite well, often at an operational level. AI can help with the “what” but less so with the “how”, and the “how” is what really matters. When it comes to tactical and strategic decision-making, there needs to be a human element that considers factors such as the external environment, culture, and organisational capabilities. Leaders need to be cautious about becoming over-reliant on AI. AI cannot be solely responsible for decisions; leaders can rely on it to inform their choices, but ultimately, a human must make the final call. Human accountability is essential for effective decision-making.
There is a growing concern that graduates and early-career professionals are overusing AI and neglecting core skills such as writing, building business cases, creating reports, and critically evaluating content. Outsourcing these tasks to AI eliminates opportunities to develop key professional skills and disregards the human considerations involved. Consultants, for example, often need to think on their feet, read a room, gauge mood and tone, and pivot strategies in real time. AI might tell you what to do, but it cannot guide you on how to do it.
Real emotional intelligence is irreplaceable; being able to read people, pick up fear or concerns around change or transformation, and tease out root causes. Even if AI could replicate emotional intelligence, it cannot replace real moments: conversations at the water cooler, informal check-ins, or casual reflections at the end of the day. Over-relying on AI risks diminishes these human connections, both for individuals and for the organisation.
Final Thoughts
Ultimately, AI will make labour-intensive tasks more efficient, generate insights, and support decision-making. But AI will not replace the entire value chain. It cannot mediate conflict, replicate empathy, or fully substitute the human judgment needed to navigate complex organisational realities. Striking the right balance between AI and human intelligence is the key to unlocking its potential without losing the very qualities that make organisations thrive.
Padraig Ryan (LinkedIn>>>) is the Managing Director of Navitise Consulting. Navitise is a boutique consulting firm that combines big-firm expertise with a personalised approach, delivering strategy, operational excellence and transformation solutions.