Redefining Work: How AI Transforms Organizational Environments
Generative artificial intelligence (Gen IA) is a useful tool that can facilitate work across various areas and reduce the time spent on one or more tasks (Alavi & Westerman, 2023). The Gen IA industry is booming, and the world is adapting quickly. For example, ChatGPT reached 100 million monthly users faster than any other app in internet history. The gains in efficiency and productivity are notable for companies and sectors such as professional services, health and finance that invest massively in these technologies. However, it is essential to ensure responsible use to avoid compromising users’ cognitive skills or the effectiveness of their learning.
In this sense, it is also essential to observe how automation can displace tasks previously reserved for humans, and how this can affect knowledge and performance in areas where we were experts. However, Gen IA can also help workers reduce the time spent on certain tasks and rebalance power relations within companies. It all depends on how these tools are used (Alavi & Westerman, 2023).
However, the impact of the Gen IA is not evenly distributed across professional groups. According to Rosani and Farry (2024), there is a generational gap in its use, while only 15% of current managers use it regularly, 40% of master’s degree students in management use it several times a day. This difference heralds a potential disconnect between new talent and organisations that are still unprepared to integrate their digital skills fully. In addition, 40% of companies persist in internal barriers that restrict the use of Gen IA to specific technical environments. Only 7% allow their employees to freely choose their AI tools, leading to frustration, especially among young professionals. In most organisations, access to these technologies is limited to authorised solutions and subject to strict conditions.
Against this backdrop, organisations must develop strategies to integrate, train, and retain AI expert talent. For example, 71% of leaders prefer candidates who are fluent in the Gen IA, even if they have less experience. However, there is a risk of frustration if new hires don’t have access to these tools or encounter outdated processes. All these figures show the impact of AI on power relations within organisations, as its effects modify the place and role of these young professionals based on their AI competencies. One possible solution is to use Gen IA as an integration tutor, facilitating the learning of organisational policies, documents and culture. This would allow questions to be asked at any time. Ethics training should also be integrated to teach responsible use, including the company’s political norms and values (Rosani & Farry, 2024).
Taken together, these findings show that Gen IA transforms the professional landscape, redefining roles and trajectories. To adapt, organisations must update job descriptions, competency models, and promotion criteria, aligning them with AI competencies. It is necessary to motivate new employees and facilitate more experienced employees’ adoption of AI to reduce turnover and culture shock (Rosani & Farry, 2024).
Along the same lines, Edmondson and Chamorro-Premuzic (2025) warn that replacing entry-level positions with AI can harm organisational development. These roles allow you to acquire essential skills to train future leaders, stimulate innovation, enrich company culture, and provide a structured framework for young people. Instead of eliminating them, companies should redefine them, entrusting routine tasks to AI and leaving judgment, creativity, and collaboration to humans, to preserve professional development and social well-being.
To this end, the authors propose redefining starting positions around four pillars where AI does not replace human talent, but reinforces it:
- Transform repetitive tasks into opportunities for interpretation and analysis,
- Encourage critical thinking to avoid blind dependence on machine suggestions,
- Restructure workflows so that AI manages routine and humans focus on collaboration and problem-solving,
- Conceive of these roles as spaces for personal development, where exposure to pressure, ambiguity and failure forges resilience and professional judgment.
In short, these authors argue that AI can become a tool to drive social transformations within organisations, provided it is not perceived as a threat to humans but as an opportunity to redefine work at its foundations. In an uncertain context, where neither education nor organisations can accurately anticipate the future, it becomes essential to protect and transform entry-level jobs. These roles prepare individuals to meet real-world challenges and to sustain culture, innovation, and the social fabric.
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