AI in the future
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How AI is changing the economy and working world
Artificial intelligence is not a new phenomenon. It has existed for decades. Simplified accessibility is new. With language models such as ChatGPT or image generators such as Stable Diffusion, millions of people can suddenly apply AI directly. But how fundamentally is AI really changing our working world and society in the coming years?
Many current use cases of AI are still in the testing phase and are primarily used internally, for example for process automation or for processing knowledge. But even there, the implementation is often more complex than it seems at first glance. As soon as systems access internal data, data protection, IT security and regulatory requirements play a central role. It becomes even more demanding when it comes to direct customer contact. A chat window is not enough here. Solutions must be stable, legally secure and deeply integrated into existing systems, especially with regard to regulations such as the EU AI Act.
This also explains why there is still a large gap between “interest in use” and measurable added value. For example, many companies use ChatGPT and gain experience with practical use cases. These tools primarily increase individual productivity, but do not directly affect the profit and loss statement. Real ROI only comes from clean integration, good data and clear KPIs.
Will AI do my job?
A common question is whether AI can replace human workers. In the short term, the answer is no. Studies show that AI can increase productivity, often by double-digit percentages, particularly in routine tasks. Less experienced employees in particular benefit because AI makes complex tasks easier for them. However, there are already activities that are being partially replaced by AI. These include simple translations, standardized texts such as product descriptions or routine customer support tasks. The need for human work is also falling significantly in areas such as content production or data processing. However, these jobs aren't going away completely. In most cases, there remains a role for control, context and creative refinement.
In the long term, however, there will be certain professions that will significantly change or even disappear completely as a result of AI. Activities that consist almost exclusively of standardized knowledge tasks are at greatest risk. This includes, for example, call center work, simple analyses or routine research.
The situation is different in occupations that require not only knowledge work but also social interaction, context understanding or problem identification. Doctors, Engineers or Managers are supported by AI, but not completely replaced. The influence is even lower on occupations whose core is human proximity, practical work or creative improvisation, such as nursing or crafts. AI affects all occupations, but not to the same extent. While some tasks can be largely automated, the human factor remains central in many roles.
AI is therefore shaping the working world primarily through changing roles and new requirements. At the same time, there is a second, equally profound development: the distribution of power in the market itself. Because AI is not only a question of jobs and productivity, but also of capital and control.
Capitalism in the AI Turbo
Large tech companies are already investing billions in AI. Companies such as Microsoft, Google or OpenAI dominate the market because they not only develop models, but also integrate them into existing, already well-known ecosystems. Anyone who types a search query into Google out of habit automatically receives an AI-generated summary of the results, of course Google's own AI model Gemini. These dynamic favors big players. Smaller companies find it difficult to keep up. While previous technological upheavals have been shaped by the masses, the barriers to entry with AI are significantly higher.
This dynamic on global markets shows that AI is shifting not only technological but also economic power relations. For individual companies, the question of how to deal with this development is therefore all the more urgent. Because while the big tech companies set the rules of the game, managers in companies must find a clear course to make their own organization fit for the future.
How should decision makers deal with the situation?
For managers, the question is no longer whether to deal with AI, but how. Because anyone who doesn't do that will be left behind. At the same time, many employees are afraid of the future with regard to AI. It is therefore crucial to communicate transparently and openly with the workforce. Whitewashing is risky because employees usually quickly notice when reality deviates from communication.
It is important to involve teams from the start. Those who involve the workforce at an early stage, allow experiments with AI and gain experience together create not only acceptance but also enthusiasm. This is how uncertainty becomes curiosity and skepticism becomes motivation. Especially when decision makers see AI not only as a means of reducing costs, but as an opportunity to serve more customers with leaner structures, open up new business areas and ultimately realize more profit. Managers who exemplify this change of perspective are not only positioning their company more efficiently, but also more sustainably.
Seeing AI as an opportunity
AI won't turn our working world upside down overnight, but it is changing it step by step. For companies, this means in particular that they must understand technology at an early stage, integrate it sensibly and actively involve employees in the process. Anyone who only sees AI as a threat or a pure cost-cutting tool is wasting opportunities.
Right now, there is a huge opportunity to use AI strategically by making processes more efficient, developing new business models and serving customers better. Organizations that are willing to experiment, define clear KPIs and invest in the skills of their teams can't only stand up to competitors, but also build a real advantage. Instead of emphasizing risks in particular, it is worthwhile for managers to look at the opportunities and see AI as a driver for growth, innovation and long-term competitiveness.
Hear yourself now Episode 2 of our podcast AI & Why And find out what Andreas Engler, CTO of Flightright, thinks about the future with AI.
