"Once people start using the tech and realizing the value it can bring to them, they actually start using it more, and there's a bit of a virtuous cycle. They actually report higher job satisfaction. They feel more efficient. They feel like they make better decisions. That said, we also think it's really important to educate people about the tech, including what it's good at and what it's not good at, that you shouldn't be using it for. Personally, I sit somewhere in the middle."
"For us [BCG], we have a whole process that, if it falls into what we deem a high risk area, there's a whole review process to say, "Are we even comfortable using AI in this way?" Let's assume we're going to build the tech. It systematically maps out all the risks, which could be things like, what if it gives a factually incorrect answer, or what if it inadvertently steers users to make a bad decision."
More than one in three US workers are afraid that AI could displace them, and some HR leaders are concerned about unknown effects on roles and employees. Early hands-on use generates a virtuous cycle: employees use AI more, report higher job satisfaction, feel more efficient, and make better decisions. Education on capabilities and limits of AI is important, including when not to use it. BCG applies a review process for high-risk uses, mapping potential risks such as factual errors or steering toward poor decisions and defining acceptable risk levels during product development. Ongoing bias evaluation is necessary to prevent discrimination.
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