Reimagined work will create AI transformation

As businesses rush to integrate AI into their operations, many executives are asking the wrong question—how AI can improve existing processes. Instead, they should be questioning whether certain workflows are still relevant in the age of AI. While small AI implementations, such as summarizing emails or automating tasks, may lead to minor efficiency gains, they rarely result in significant impact. True value emerges when organizations reevaluate their workflows and design them anew with AI in mind.

Rather than viewing AI as merely a technology to be deployed, companies should consider it an opportunity to fundamentally rethink how work is carried out. Instead of asking how AI can enhance a process, leaders should ponder: If we were to build this workflow with AI available from the outset, would it look different? In many instances, the answer is a resounding no.

Many AI projects begin with efficiency in mind, but these improvements often save time but fail to alter outcomes. The real opportunity lies in expanding the possibilities that AI presents. For instance, my team once limited itself to prototyping a few ideas at a time. However, with AI, this capacity could be dramatically increased, transforming the scale of testing and innovation. This doesn't mean downsizing the team; rather, it necessitates a shift in expectations for output and impact.

Effective collaboration is crucial, as those closest to the work possess invaluable insights into nuances, exceptions, and outcomes. Yet, they may also become enmeshed in existing processes, making it challenging to see beyond immediate improvements. Pairing these individuals with experts in AI can help challenge assumptions, eliminate outdated constraints, and reimagine workflows based on better outcomes.

A key question to ask is whether the new process materially changes the desired outcome. If the only benefit is reduced time or fewer clicks, the organization may simply be adding AI to an outdated workflow. The distinction between adding AI to an existing process and redesigning the workflow is essential. The former may merely be a superficial layer of AI, while the latter represents a genuine transformation in how work is approached.

The benefits of AI extend beyond individual tasks. For example, in customer service, AI could initially be used to summarize calls. However, a more profound redesign would involve AI understanding the issue, gathering contextual information, and routing calls to the appropriate agent from the beginning. Companies like Cisco are exemplifying this shift, incorporating AI, insights, and support throughout the customer journey, leading to a superior customer experience.

Similarly, in enterprise operations, AI can go beyond automating tasks. It can identify patterns, surface risks early, and aid leaders in making more informed decisions. IBM's new AI Operating Model exemplifies this approach, providing better visibility and ensuring that people's time is utilized more thoughtfully.

Ultimately, the organizations that will harness the most value from AI will not be those with the most pilots, models, or tools. Instead, they will be those willing to question and redefine how work is conducted. While AI can accelerate processes, the true transformation lies in reimagining work itself. AI may speed up work, but it is the reimagining of work that creates genuine transformation.

Darren Person, Cengage's chief digital officer, emphasizes that the advantage and impact of AI will stem from redesigning workflows and decision-making around meaningful outcomes.