The adoption of Artificial Intelligence has been consolidated as a strategic priority for companies around the world, driving significant investments and transformations. However, as technology becomes more accessible, the real challenge is no longer only technical or regulatory, and becomes cultural and strategic. Although aspects such as data privacy, model reliability and regulatory risks remain relevant, many organizations still face difficulties in integrating AI in a way aligned with their business objectives, exploiting its potential to generate real value. This requires not only technological infrastructure, but a data-driven culture, leaders prepared to promote change, and a clear vision of where and how this tool can create measurable impacts.
Data from the Cisco AI Readiness Index 2024 report indicate that 98% of Brazilian companies consulted in the survey are “in the process of implementing or developing an AI strategy”. On the other hand, the practical application of these projects is still a challenge, so that only 25% of this total is prepared to adopt Artificial Intelligence solutions in their daily operations.
CEO of TEC Institute, Bruno Martins, highlights that for AI-driven transformations to consolidate in organizations, it is essential to promote a significant cultural change. This transformation goes mainly through the willingness to deal with the errors that may arise along the way, something directly related to the flexibility of internal processes and the openness to innovation.
“Artificial Intelligence will change the way people relate within organizations. And culture becomes a fundamental element for these transformations, in fact, to generate the value that is expected. Very rigid processes and rituals can hinder evolution. In this sense, the innovation proposal will also be difficult. Therefore, this openness is fundamental in the company’s governance rituals,” he says.
Given this scenario, it is worth noting that the success in the adoption of Artificial Intelligence depends not only on advanced technological solutions, but on an organizational ecosystem prepared to absorb changes. This cultural transformation also brings to the fore a new set of challenges related to human capital, such as the potential for replacement of certain functions, the impact on professional jobs at the beginning of career (Entry Level Jobs) and the urgent need for reskilling of teams. After all, for AI to generate value in a sustainable way, it will be necessary to rethink not only processes, but also the role of people within organizations.
The challenge of training and retraining
There are numerous questions about the impacts of Artificial Intelligence on the labor market, both for those who are already part of it, and for those who are starting their journey. Will certain functions disappear? What are the risks of being replaced by AI? Is the way to retrain? Although one of the premises of AI is the substitution of labor – especially in repetitive activities – in order to generate gains in productivity, there are two opposite movements occurring at the same time.
The first refers to the negative impact, the so-called “technological unemployment”. Although this concept was presented in 1930 by John Maynard Keynes, its central idea is still very current. At the time, the British economist said that technological advances could cause “unemployment due to our discovery of means of saving the use of labor at a faster rate than we can find new uses for work”.
In the context of the increasing adoption of Artificial Intelligence by organizations, the greatest impacts should happen in more traditional functions. According to a study conducted by Coursera Enterprise, 85 million jobs will be replaced by emerging technologies by the end of this year. Internally, companies have already begun to move in order to reduce their teams to tasks that can be automated. According to the World Economic Forum’s Future of Jobs 2025 report, about 40% of employers surveyed pointed to this change.
Despite this, the entity itself indicates a more optimistic scenario for companies and professionals who seek requalification focused on skills related to Artificial Intelligence. The document points out that 80% of companies plan to empower their employees with AI training. In addition, 70% of respondents said they plan to hire new talents, an important movement, since given the lack of experience and occupation of still “beginner” positions – the so-called Entry Level Jobs – end up being “the most affected” in this hierarchy, as Bruno Martins highlights.
The training of new talents and the requalification of professionals who are already active need to take place in an integrated way, with the involvement of companies and educational institutions. More than keeping up with the speed of technological changes, the challenge is to promote a fair transition, which expands opportunities instead of deepening inequalities. Preparing people to act with Artificial Intelligence is therefore an essential strategy to build a more inclusive future of work.
Different sectors, different risks: an adaptable path to AI
Bill 2,338/2023, which regulates the use of Artificial Intelligence in Brazil, was approved just over a month ago by the Senate and awaits analysis by the Chamber of
Deputies to become law. The proposal presented classifies the risks of AI systems with regard to “risks to human life and the threat to fundamental rights”. In addition, the text establishes two categories for the technology that go through this evaluation: general-purpose AI – such as ChatGPT – and GenAI. On the other hand, risk classification is not provided for other existing forms or those that are in development.
Faced with a technology that presents news almost weekly and that does not depend on a significant advance in infrastructure and technical issues, legislation with a long-term look is necessary. It is about thinking less about immediate responses to specific challenges and more about a regulatory framework that remains valid as models evolve and new applications emerge. In this sense, the CEO of the TEC Institute, Bruno Martins, believes that the focus should be on lasting principles and that are able to guide the use of AI regardless of the specific technology involved.
“AI will change a lot over time. The way they are made, the LLMs and the new technologies that are emerging will change all the time. We should make legislation not for two years, but thinking of something more generic and that is useful for the next ten years,” he points out.
In this context, a regulatory approach that takes into account the specificities of each area of the economy is possible. Areas such as finance, education and services deal with very different risks and applications, which justifies their own guidelines and coordinated and sectorized action. This logic allows us to respond more quickly and deeply to the real challenges that arise in practice, without depending on constant updates in general legislation.
“Another point is that this regulation should happen by sector (of the market) and less by technology. In addition, the law should use longer-lived terms so that it is less perishable,” concludes Bruno Martins.
( fontes: MIT Technology Review)
