We ask you how to solve a complex problem or about emerging trends in our industry. We ask it to summarise reports or analyse large volumes of data that previously seemed unmanageable. Artificial intelligence (AI) in business has become a resource that stands out for its ability to automate processes, improve productivity and provide immediate answers to complex questions.
But its real impact goes beyond efficiency. What happens when we stop seeing AI as just a tool to get a task done quickly and see it as a means to redefine the way we work as a whole? AI has the potential to foster collective intelligence, create deeper connections between teams and transform organisational culture. This article explores how AI can help not only define “what” we do at work, but also rethink the “how” and “why” behind our collective decisions.
What will I read about in this article?
- AI and collective intelligence
- AI and collective knowledge
- AI and organisational culture
- Challenges and dangers
Artificial intelligence in business and collective intelligence
When we talk about collective intelligence, we imagine the ability of a team or an organisation to pool its knowledge and skills in order to achieve common goals. It’s a concept that not only implies cooperation, but also a constant refinement of ideas, where individual decisions are woven together to build something stronger as a whole. In that sense, AI has the potential to enrich the interaction between people by taking an active role in how we share and process information.
“AI has the potential to enrich the interaction between people by taking an active role in how we share and process information”.
Artificial intelligence systems already exist in companies that not only organise meetings, but also analyse previous discussions, suggest key points to address and highlight possible connections between the ideas contributed by the different participants.
However, these developments compel us to reflect. Technology can be an ally to improve the exchange of ideas, but it cannot replace the trust and cohesion that must be built between people.
Human cohesion in a work group is rooted in empathy, emotional communication and personal connections. If companies rely too much on AI to facilitate collaboration, they risk dehumanising the work environment. For example, if a team relies too heavily on AI software to select ideas in a brainstorming session, it can inhibit the spontaneous participation of its members, which can leave out nuances that only human interaction can provide.
Artificial intelligence in business and collective knowledge
AI can help companies develop, retrieve and update collective knowledge. A great example reported in the Harvard Business Review is the chatbot from software company NVIDIA. This AI-powered assistant not only answers simple questions, but also addresses complex queries about industrial chip design and advanced technical tasks. In a matter of seconds, it finds the information each employee needs, explains difficult concepts in a simple way, and even refers to the right experts.
This is especially useful in large multinational companies, where teams are spread across the globe. If technical help is needed, AI breaks down geographical and time barriers so that answers are immediately available. It also solves a common problem: not knowing where to look for information or who to ask. By centralising knowledge, it facilitates teamwork and speeds up decision-making.
The important thing is that this technology does not replace the human touch, but enhances it. It helps us process large volumes of data and connect ideas and people in ways that were previously unthinkable. As these tools advance, questions must evolve with them.
How can we ensure that AI tools are aligned with our strategic and operational goals? What steps can we take to ensure that the information shared and processed by AI is secure and truthful? How do we empower employees to interact effectively with these technologies? Herein lies the challenge, and the opportunity, to build more connected, agile and collaborative organisations.
Artificial intelligence in business and organisational culture
The integration of artificial intelligence in companies not only transforms processes, but also impacts the values, beliefs, behaviours and practices that define how employees and leaders interact. In other words, their organisational culture
This research on AI-integrated work environments affirms that there are core values that become even more relevant in this context. Companies anticipate that skills such as empathy, effective communication and the ability to inspire trust will be essential to build strong company cultures. For example, by automating administrative tasks, leaders can focus more on listening to their teams, making personal connections and fostering a sense of belonging. Furthermore, they stress that values such as integrity, empathy and strong moral character will be essential in a world where machines and humans are constantly collaborating.
In this scenario, experts point out that acting consistently, fostering transparent environments and cultivating trust among team members will not only be necessary, but strategic.
Ultimately, the success of integrating AI into an organisation will depend not only on its ability to automate processes or speed up decisions, but on building an organisational culture based on authenticity, trust and respect for human talent.
The challenges and dangers of AI in organisational culture
But the use of artificial intelligence in business also brings with it important ethical challenges that cannot be overlooked if we want to maintain fair, diverse and cohesive workplaces.
A key challenge relates to algorithmic bias. AI algorithms make decisions based on the data they are given, but if that data already reflects bias, AI will not only maintain it, but may accentuate it.
This was seen, for example, in this case, where the recruitment system, designed to identify the best candidates, ended up discriminating against women because the data used to train the algorithm favoured men. This type of problem directly affects essential aspects such as equality in recruitment and promotion, damaging diversity and balance in work teams.
Moreover, by delegating critical decisions or conflict resolution to AI tools, leaders may move away from their primary role as promoters and guides of business values
A good example is the use of AI to manage human resource issues, such as monitoring job performance or managing conflict. While these tools can provide objective data, they also run the risk of reducing complex and deeply human problems to numerical metrics, which directly affects organisational culture.
Beyond the quick answers it can provide, the real potential of AI lies in its ability to ask the right questions, those that lead us to reflect on who we are as a collective and how we want to move forward.
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