Artificial intelligence is reshaping the workplace at an unprecedented pace, fundamentally changing how companies structure work, hire talent, and measure employee performance. Just three years after ChatGPT’s launch, AI adoption has reached 54.6% — dramatically outpacing the personal computer (19.7%) and internet (30.1%) at similar stages, according to Federal Reserve Bank of St. Louis research.
ServiceNow’s Jacqui Canney exemplifies this transformation, now serving dual roles as chief people officer and chief AI enablement officer. She argues that companies must abandon traditional functional silos and restructure around AI-driven workflows. “AI doesn’t follow the same silos people do. That’s why you build the workforce around the new workflow,” Canney explains.
The labor market is experiencing two major shifts: new AI-specific roles are emerging rapidly, while existing positions evolve to incorporate AI capabilities. According to Autodesk research, demand for AI engineers jumped 143.2% in 2024, prompt engineers rose 135.8%, and AI content creators increased 134.5%. Meanwhile, jobs requiring AI skills grew 7.5% even as overall job postings fell 11.3%, per PwC data.
Approximately 21% of US workers now report that AI performs at least some of their job functions, up from 16% a year ago, according to Pew Research Center. This rapid integration is prompting companies like Microsoft, Coinbase, and Shopify to mandate AI use, while Meta plans to measure employee performance by “AI-driven impact.”
However, returns remain uneven. BCG research of 1,250+ firms found that 60% are investing heavily in AI but seeing minimal returns. Only 5% have restructured operations around AI — and those companies are experiencing significant revenue gains. The difference lies in executive buy-in, operational redesign, and comprehensive employee training.
At Moody’s, the approach focuses on teaching AI systems to handle routine tasks so employees can concentrate on complex work requiring human expertise. In sales, for example, AI captures basic CRM data while salespeople focus on relationship management and nuanced decision-making. As Canney concludes: “It’s a human renaissance… an enormous opportunity.”
Key Quotes
They’re one strategy, and the companies that understand that are going to be the winners.
Jacqui Canney, ServiceNow’s chief people officer and chief AI enablement officer, explains why integrating AI strategy with talent strategy is essential for competitive success, rather than treating them as separate initiatives.
AI doesn’t follow the same silos people do. That’s why you build the workforce around the new workflow.
Canney articulates why traditional organizational structures based on departments and functions are becoming obsolete, emphasizing that AI requires fundamental restructuring of how work is organized and executed.
We’re hiring for a fundamentally different environment. Meeting client expectations requires people who use technology as a force multiplier for insight and creativity, not just a shortcut for efficiency.
Molly Roenna, global chief people officer at Weber Shandwick, describes how hiring criteria have evolved to prioritize candidates who can leverage AI strategically rather than simply using it for automation.
It’s a human renaissance. You’re going to have capacity in your workforce and the chance to guide it toward new revenue streams or creative ways of working.
Canney offers an optimistic vision of AI’s impact, suggesting that by automating routine tasks, AI frees human workers to focus on higher-value creative and strategic work, creating new opportunities rather than simply eliminating jobs.
Our Take
This article captures a pivotal moment in workplace evolution where AI adoption velocity is forcing unprecedented organizational change. The most striking insight is the performance chasm between companies merely investing in AI versus those restructuring around it — a 60% to 5% split that will likely define competitive landscapes for the next decade.
The mandate trend at major tech companies signals a shift from AI as optional tool to required competency, similar to how email and spreadsheets became non-negotiable skills. However, the uneven returns suggest many organizations are treating AI as a technology problem rather than a transformation challenge. The companies succeeding are those reimagining workflows entirely, not just adding AI to existing processes.
Most intriguing is the tension between optimistic “human renaissance” narratives and the reality that 21% of work is already AI-performed. The question isn’t whether AI will transform work — it already has — but whether organizations can retrain and redeploy workers faster than automation displaces them.
Why This Matters
This story reveals AI’s transformation of work is accelerating beyond historical technological shifts, creating urgent imperatives for businesses and workers alike. The speed of AI adoption — nearly triple that of the internet at comparable stages — means companies have less time to adapt their workforce strategies, making immediate action critical for competitive survival.
The emergence of entirely new job categories alongside the evolution of existing roles demonstrates AI’s dual impact on employment: it’s simultaneously creating opportunities and demanding skill adaptation across all levels. The 7.5% growth in AI-skilled positions despite an 11.3% decline in overall job postings signals a fundamental labor market realignment.
Most significantly, the stark performance gap between AI-investing companies (60%) and those restructuring around AI (5%) reveals that technology investment alone is insufficient. Success requires organizational transformation, workforce training, and leadership commitment — a reality that will separate market leaders from laggards in coming years. For workers, the message is clear: AI literacy is becoming as fundamental as computer literacy, with companies increasingly mandating use and tying performance metrics to AI-driven impact.
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Source: https://www.businessinsider.com/how-ai-transforming-workplace-faster-than-internet-2025-12