Artificial intelligence (AI) is not a matter of science fiction in economic activities, but what began as a phenomenon of innovation in “clusters” or globalized tip companies was permeating, reaching medium -sized companies and even that they are present in traditional areas, such as textile industry, construction and health services.
According to an investigation in Argentina by CIPPECartificial intelligence (AI) is already changing the way we produce, consume, trade and work. “The machines today perform very complex cognitive tasks that a few years ago were limited to human domain, such as facial recognition, processing and translation of natural language or the recognition of written characters. The change is so deep that many wonder if we are experiencing a new “Cambrian Explosion” that this time affects the machines”, Advances.
Scope. For the IAE Business School professor, Lucas Pussetto Argentina is not so far from the regional average in AI preparation, but lagging behind in global terms. “For the first time in 250 years, a technology of this magnitude is available for all countries at a relatively low cost; that is, AI can be a new starting line”He synthesized.
He also delineated three negative scenarios that could occur if the potential of the AI is not used in a broad and inclusive way: slow and limited progress to large companies: with an AI oriented exclusively to automate, without institutional adaptation or changes in management; More inequality, if the AI replaces cognitive and creative tasks, generating lower salaries for displaced workers and a highly remunerated reduced elite; And a gap between companies, if only large companies access developments in AI, the productivity gap is deepened, competition is reduced and access to relevant data is restricted.
For that, it is essential that the country advances in first and second generation policies: those referring to digital infrastructure and human capital and labor policies, on the one hand and those of innovation, economic and regulation integration, on the other.
In his opinion, the challenge is not only to adopt the AI, but to do it in an inclusive way, preventing it from deepening inequalities or limiting competition, he considered. The conclusion of Pussetto It was that AI is not an inevitable threat, but a powerful tool whose impact will depend on how it is implemented. “The key is to understand that AI will not magically solve the structural problems of Argentina, but it can be an accelerator if combined with strategic decisions in education, innovation and productive development”he points out, warning that, if Argentina manages to transform this technology into a transverse engine for all sectors, it could grow again. How much? The realistic calculation is that the natural growth rate could stabilize in 4% if the different tools based on AI are used.
The business pulse. A new global investigation published by the ADECCO GROUP It reveals that most companies do not yet have a talent strategy to navigate the rapid transformation caused by artificial intelligence. Although more business leaders are investing in AI, The survey revealed that only 10% of companies qualify as “prepared for the future”, which means they have structured plans to support workers, develop skills and lead through the disruption of AI.
The report “Business Leaders 2025“, titled “Leading in the AI era: expectations versus reality”surveyed 2,000 leaders in 13 countries and 17 industries. Respondents identified the main technological megaters that would shape business by 2030: digital transformation and AI. Although leaders recognize the magnitude of imminent change, companies still have no solid plans to support their workforce, leaving employees the use of AI on their own. 60% of leaders expect employees to update their AI skills, however, 34% of companies do not have a policy for use at work. Most leaders do not yet act as models to follow and only one third participated in the development of their own AI capabilities in the last 12 months. For their part, leadership teams have difficulty aligning: most CEOs (53%) say their teams have difficulty aligning in strategies in a timely manner. Finally, the data is the missing basis for the labor strategy: only 33% of the companies are investing in data to understand and close the skills gaps, despite the fact that the shortage of technological and digital skills is the main barrier for digital transformation.
The report found that a small group of organizations that are described as “prepared for the future” is emerging. They are those that are focused on the human being, enabled by technology and prepared for disruption, based on a development commitment in four key criteria: adopt a structured and responsible approach to AI; facilitate adaptability and professional mobility; commit to the development of workforce skills; and prepare the leaders for a quick evolution. The clock is already running and the speed of adopting changes will mark the border between the threat and the opportunity.
By Tristán Rodríguez Loredo
