As businesses embrace AI, these leaders provide tips to improve it

In 2025, everyone seems to be talking about artificial intelligence and its myriad potential uses.

“We’ve seen a lot of effort into making changes to our Georgia,” said Leila Rao, founder of the Georgia-based organizational change consultancy. RAO helps guide businesses through various organizational changes, including navigating AI.

Georgia companies increasingly use AI to simplify and streamline a variety of tasks, including scheduling, copywriting, and telephone oversight. In the first study on the topic, Duluth-based Moneypenny found that Moneypenny, a phone answering and customer contact service, used or considered AI as of May to “facilitate efficiency and promote decision-making and super-charging growth.”

Furthermore, 25% of companies say they are “fully embraced” AI, but the definition was left to the interpretation of survey respondents.

But does AI actually support workers who are only being promoted?

Rao and Moneypenny’s top executives say that while current trends may not be as ideal, improvements are within reach.

What is the draw?

The AI ​​format has been used for many workplaces for many years for data analysis, sales and other practices. However, generative AI is powered by powerful tools like ChatGpt that can create original content, sounds, and software code and help with things like scientific research, driving AI into mainstream use.

According to Rao, one of the unique and appealing things about AI as a tool is its variability.

“These new tools are by definition interactive, so there is no standardization,” Rao said.

In addition, countless users are being seduced by the speed of AI. At either speed, you can complete tasks, new versions and features are being developed. This is reflected in the rapid and developing adoption of AI in business, according to Richard Culberson, CEO of Moneypenny North America.

Boring outsourcing to machines

Some of the top areas adopted are marketing, content creation and analysis, Moneypenny discovered. According to Culberson, many of the tasks in which AI is used are under the umbrella of customer interaction.

The most cited benefits of adopting AI in your business include savings in costs and time, efficiency in productivity, and better decisions.

“I think the business is interested in how AI can fix some of the underlying friction and drag of an organization,” Rao said.

Certain complicated tasks usually agreed to human workers or when they were involved with them, both Rao and Calverson agreed. However, Rao pointed out that complexity can be deceived. Scheduling is usually done at a low level in the organization, but she noted that many moving parts can actually be complicated.

Culberson said he supports the way in which he relies on human and cooperation to complete tasks. He quoted copywriting. That’s an example of proper hybrid use, citing whether AI is writing something to polish something.

Does that actually help?

With many companies diving into the world of AI, companies have invested heavily in expanding their capabilities, but it’s questionable whether these implementations are actually showing profits or are they meant to be for C-Suite executives to show off.

“Everyone says that AI can give you more efficiency… The problem is that it’s not translated for the recipient,” Rao said.

According to Rao, the top may be excited by the company’s AI model, but the actual workers on the ground are not growing much or have not made much profit from implementing these systems.

“A lot of the time, what I see is that people who rave about the outcomes of AI aren’t related to the work itself,” Rao said.

She doesn’t hate AI as a whole. On the contrary, she loves it – when it’s used to its strengths.

“I rely more on AI than I thought,” she said. “But that’s not a replacement for my people.”

The problem is, according to Rao, many companies don’t take people into consideration.

“There is not enough common understanding between AI and people who work there to make sense,” Rao said.

Part of the mutilation is emotional, says Rao. The increased use of AI and conversation and conversation have caused fear among workers that they will be exchanged or stripped. In part, these fears are excited by the misunderstandings from high-ups who have failed to have two-way conversations with these workers.

Furthermore, there is a tendency to gap in understanding between what executives and decision makers think and hear and what they actually like to work on the ground, which can lead to false assumptions.

“In spite of their best efforts, leaders tend to talk to other leaders more frequently than they talk and listen to the staff,” Rao said.

Moneypenny says 50% of the companies surveyed need better guidance on how to effectively implement the AI ​​that both Rao and Culberson companies are working to deliver.

These companies need to help us understand how to combine “empathy and depth from a human perspective, and the technical capabilities and savings in efficiency and cost that come from AI.”

Part of the problem is where AI is actually implemented within your organization.

“Leah, few people are looking for every department, and we see how it can be used in the right way,” Calverson said.

Address important concerns

According to Moneypenny’s findings, the three biggest concerns about AI are unemployment, data security and customer dissatisfaction.

To address the first issue, Moneypenny promotes a “human-centered” approach. Rao also encourages the use and development of AI to actually be a process that involves collaboration across the organization.

“It has to be an iterative process that feels like a conversation,” Rao said.

She urges businesses to have conversations with people not represented in the rooms where decisions are being made.

As part of the process, she suggests focusing on training AI as a coach or assistant, rather than actually a tool to complete tasks. Both agreed that AI should support workers, not replace them.

“People who win with AI use start to elevate their people and don’t eliminate their people,” Culberson said.

According to Culberson, “great productive conversations” and learning with clients are also essential to alleviate customer concerns.

“People want to know they’re taking care of them,” he said.

This is an area that has the potential to make a lot of growth and progress over the next 12-18 months.

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