AI strategies must protect workers, not just profits, says tech boss

While boardroom discussions about artificial intelligence (AI) have predominantly centered on its potential to boost productivity and profits, companies must also grapple with a more critical question: What transpires to the workers whose jobs AI might displace, and who should shoulder the responsibility of assisting them in adapting?

Nevertheless, many organizations still lack a comprehensive grasp of how an ill-conceived AI strategy could impact their workforce, according to Rodney Kinchington, regional managing director of Asia-Pacific, Japan, and Greater China at BT International. Kinchington's concerns emerged during a recent visit to the Philippines, a country that ranks among the world’s largest hubs for business process outsourcing (BPO) and is colloquially known as the call-center capital of the world.

However, rapid advancements in generative AI and automated customer-service systems could significantly diminish the demand for human operators, threatening an industry that provides employment to countless Filipinos and contributes substantially to the economy. Multinational corporations operating in the Philippines are now not only pondering how AI can enhance their businesses but also how the government can aid them in retaining and retraining workers who may face displacement due to AI.

These concerns transcend economies with a heavy reliance on call centers. As companies throughout Asia embrace AI, they must consider not only how the technology can enhance profits but also how jobs will evolve, which workers will necessitate retraining, and how employees can continue to contribute, Kinchington emphasized. Regrettably, many businesses remain ill-prepared.

While a handful of large companies are leveraging AI to dramatically transform their operations, the majority have yet to ascertain how the technology can generate tangible benefits or aid in the development of their workforce. "Everyone's talking about AI, but the number of companies that have adopted it is very small," Kinchington remarked.

He added that most companies still fail to fully comprehend how a poorly conceived AI strategy could affect their employees, stressing that technological advancements should extend beyond digitalization and business growth to encompass a cultural shift that ensures "people's journeys have to continue." Although more businesses are consulting technology providers such as BT International to discuss potential AI strategies, meaningful adoption remains limited and uneven across Asia, Kinchington highlighted.

Since July 2025, Kinchington has spearheaded the regional global enterprise division of British telco BT Group, overseeing the deployment of network, cloud, and security solutions for major multinational corporations in the region. Over the past 16 years, he has resided in Singapore, as well as Thailand and China, offering firsthand insight into how technology has reshaped businesses across Asia.

Many of BT International's clients are listed companies whose management teams face mounting pressure to generate revenue growth and healthy profits for shareholders, and are exploring AI's potential to aid their endeavors. However, constructing an effective AI strategy can be costly and time-intensive, and may not yield immediate financial returns.

The pressure to demonstrate quick results and justify expenditures can foster "AI-washing," wherein companies overstate the role of AI in their operations prior to formulating a coherent strategy for its utilization. Kinchington likened this phenomenon to throwing everything into a washing machine. He noted that businesses struggling to implement their AI adoption strategies are likely grappling with heightened pressure from their boards.

"Some will say they have incorporated Microsoft Copilot into their workflows, for example, and that's a tick in the box. But it's not right, there's so much more to AI adoption," Kinchington cautioned. The impact of AI transcends mere digital transformation; it signifies a shift in corporate culture. To effectively embrace AI, companies must first understand their objectives for its adoption and its potential effects on operations and employees.

This may entail revenue expansion or cost reduction, although the sole focus on how AI can directly boost sales should not be the primary concern. Companies should also consider how AI can enhance productivity or facilitate workforce upskilling, as this would amplify customer satisfaction and ultimately foster greater business growth, Kinchington advised.

"It's a conversation at the board level about what a company needs to do to remain a differentiator in the market." As an engineer by training, Kinchington commenced his career in the 1990s, traversing the globe to lay undersea optical fibre cables. He likened the transition from copper cables to fibre optic ones to a game-changing event that birthed the Internet and spurred the emergence of numerous companies.

"We are now connected everywhere, my children wouldn't know how to survive without the Internet," he stated. "It's going from where we had nothing previously to that." Similarly, AI will have a profound impact that will integrate itself into human civilization, akin to water's indispensability to everyone. For now, society is merely scratching the surface of the AI advancement's potential.

"I just can't imagine what the next generation will be, because AI will become a commodity going forward," Kinchington observed. However, transforming society requires more than companies running a series of AI programs. Kinchington stressed the importance of governments, industry players, and customers collaborating within the ecosystem.

"You can't just deploy a tool and then expect results. This is absolutely a journey where you can't do things in silo. It really needs to be a collaboration across so many different towers."