Businesses are investing heavily in artificial intelligence, aiming to incorporate AI tools into their workplaces. However, a recent survey highlights significant hurdles in the adoption process. The survey, involving 1,600 American employees and executives from companies actively using AI, reveals that 72% of C-suite leaders have faced challenges in transitioning to generative AI. Alarmingly, 34% of executives characterize their genAI rollout as a ‘massive disappointment.’
One of the primary reasons for these difficulties, according to the survey commissioned by AI startup Writer, lies with younger employees. The survey polled 800 C-suite executives and 800 employees, and revealed that 31% of employees admitted to sabotaging their company’s generative AI strategy. A more concerning finding is that 41% of Millennial and Gen-Z employees surveyed admitted to some form of sabotage.
The survey defines ‘sabotage’ in various forms, ranging in severity. Examples include entering corporate data into unauthorized AI tools, which 27% of employees admitted to. More concerning, however, is that 16% of employees acknowledged awareness of AI security breaches but failed to report them. Dramatic actions, like manipulating performance metrics to mislead regarding an AI tool’s capabilities or generating low-quality outputs on purpose, were admitted by 10% of respondents.
The survey suggests several motivations behind the active resistance to employers’ AI initiatives among younger employees. Thirty-three percent of these respondents stated that AI diminishes their value or creativity. Twenty-eight percent expressed concerns about AI potentially replacing their jobs, compounded by the perception that the AI tools in use at work are of poor quality and pose security risks.
The survey highlighted a significant disconnect between executive and employee perspectives on AI. Nearly 90% of executives surveyed reported that their company had a generative AI strategy in place, while only 57% of workers agreed. This lack of alignment has bred confusion among employees regarding the ownership and direction of the company’s AI strategy.
For example, 42% of employees believe that IT leaders hold the power in making AI-related decisions, compared to 29% of C-suite executives. Among the executives, 67% felt they were in charge of setting the AI strategy. This lack of clarity has created internal division, with 42% of executives stating that these power struggles are ‘tearing their company apart.’
Despite these challenges, the survey also revealed some optimism. Over 90% of both employees and executives expressed a positive outlook on their company’s approach to AI. Around half of both groups are actively using AI for data analysis at work. Furthermore, nearly 40% of employees reported that AI has decreased the time spent on writing and administrative tasks. Over half of the executives said the technology has allowed them to focus more on strategy.
To ease the AI transition, Writer suggests identifying and supporting ‘AI champions.’ These are employees who actively embrace generative AI and can serve as advocates for its usefulness. The report suggests that employees are more likely to adopt new tools when they see them as solutions to problems rather than simply another corporate requirement without proper training or explanation.
