To truly get value from AI, organisations need to bring together three things: the availability of clean, complete data; transparency around how that data is governed and used; and the right philosophy to get value from the work, says Cathy Mauzaize at ServiceNow.
It has been fascinating to see the shift of how business leaders across the C-Suite grapple with the impact of Generative AI over the last two years. All agree that this is a game-changer. However, the approaches and pace have been different, depending on who you speak to, department, industry, or even country.
When I think about the conversations I have had with leaders across Europe, Middle East and Africa, a few trends are starting to emerge, which I see impacting the next year in AI. If 2023 was about learning and 2024 was about rapid experimentation, then 2025 is certainly the year of value realisation. Here are three trends that I believe will impact how businesses can realise the value of Generative AI in the coming year.
AI is the data, and data makes AI
As more companies experiment with generative AI, many find their projects fail due to unclean or inaccurate data. This is a constant challenge: without good quality data, AI projects cannot succeed. Proof of concepts often fall short because they are not based on real data and lack the time needed for proper training of the AI.
The best planned AI initiatives are shifting from proof-of-concept to proof-of-value, focusing on solving real problems, and these are set to become more than just buzzwords in 2025. Instead of merely demonstrating feasibility, projects should start with a concrete challenge and use real data to address it.
Another key to AI success, that we will see become more prevalent, is transparency around how data is being used and the value it provides to its owners. However, success is not just about having data, it is about having clean and complete data, that is governed in a secure and compliant fashion. AI search technology can assist by seamlessly integrating data from various sources of both structured and unstructured data, such as Workday, Qualtrics or even Microsoft Excel, and connecting it quickly for more effective AI outcomes.
To truly get value from AI, organisations need to bring together three things: the availability of clean, complete data; transparency around how that data is governed and used; and the right philosophy to get value from the work.
Responsibility of the C-suite
There was a time during the rise of BYOD and rapid digital transformation when IT teams were primarily concerned with the impact of shadow IT, an unregulated growth in the use of apps and devices outside traditional business controls. This led to fragmented systems, compliance risks, and inefficiencies that required large investments of time and resource to address. As AI transitions from hype to its own iPhone moment in mainstream business, the lessons from that not-so-distant era serve as a cautionary tale.
The deployment of AI introduces both operational risks and broader strategic, reputational, and ethical concerns. Missteps in AI governance, such as algorithmic bias, misuse of data, or poorly defined accountability, can lead to significant regulatory penalties and erode trust with customers, partners, and employees.
Amazon’s experiment in AI recruiting which revealed gender bias in the tool’s selection process is just one early example. The complexity and scale of these risks mean they are no longer confined to the CIO’s domain but require direct attention from the CEO and the broader C-suite.
This shift is not just about managing risks. C-suite engagement can ensure AI delivers its promised value. Effective governance can provide a competitive edge by ensuring responsible innovation, safeguarding brand reputation, and enabling transparency. CEOs must lead the charge in embedding AI ethics and governance into their organisation’s culture, setting the tone for accountability and aligning AI initiatives and use cases with broader business strategy.
In this phase of accelerated AI adoption, the CEO’s involvement in governance is not optional, it is a business imperative. The companies that recognise this will not only mitigate risks but also position themselves to unlock AI’s full potential responsibly.
Layering in AI in your job
We are on the verge of a major cultural shift in how AI will impact the way we work. Widespread adoption of this technology does not mean that every single person will have to code or know the language of AI to keep pace. Instead, we will see a shift to people developing the skills to be AI capable and embrace AI augmentation effectively.
Rather than technical STEM expertise, although those skills remain important, the focus will be on finding the right approach to human and AI collaboration. Ensuring a balance of both intelligences to enable people and technology to seamlessly work in sync.
This means that the workforce will need to learn how to work alongside a series of intelligent assistants in the months and years to come, becoming familiar with how to use tools like Copilot to drive speed, efficiency and quality.
Although this is not an AI skill as we know it today, leveraging AI to augment your daily life whilst layering your unique expertise on top, will set candidates and employees apart from the pack. That is where the future of work is headed, and we will see this start to play out more generally in the world of work in 2025.
The leaders of tomorrow will seek an understanding of AI augmentation, alongside essential soft skills such as leadership, organisational skills, and creative thinking, from their talent. This is not in one industry or department.
I can see every role evolving through this lens, with AI serving as a powerful assistant, rather than a competitor. It is time to recognise this shift too, AI is here to support and enable workers, not threaten or limit their roles.
The analytical thinking from the left-brain will work in tandem with AI augmentation, and that powerful combination will define the future of work.