*By Roberto Lopes
Generative artificial intelligence (Gen AI) is increasingly emerging as a powerful tool for driving productivity and efficiency in businesses, especially in the service sector. According to a recent McKinsey report, while only 111,300 companies are deploying Gen AI at scale globally, those that are are already seeing significant results. This alone points to a growing trend of companies looking for ways to leverage Gen AI to gain competitive advantage and transform business operations.
In the financial sector, for example, some organizations that have implemented Gen AI solutions have managed not only to reduce operational costs, but also to significantly increase revenues. One illustrative case is that of a large bank that adopted Gen AI to automate the preparation of credit risk memos. With the new technology, the bank was able to increase revenue per relationship manager by 20%, freeing up employees’ time to focus on more strategic activities. This example reinforces how Gen AI can optimize internal processes, improve efficiency and free up human resources for higher value-added tasks.
Beyond the financial sector, Gen AI is also being successfully applied to customer service. A US telecommunications provider used Gen AI to map and simplify customer service journeys. By redesigning processes such as changing phone numbers, the company was able to reduce average handle time by over 25% and total call volume by around 30%. This improvement not only reduced operational costs but also significantly improved customer satisfaction by eliminating unnecessary steps and simplifying the user experience.
These are just a few recent examples, but it’s important to keep in mind that a strategic approach to adopting Gen AI is essential. For many companies, successfully implementing this technology depends on a well-defined operational strategy focused on high-impact use cases. This includes investing in robust data infrastructure, proper governance, and talent development to ensure that the technology is effectively integrated with existing human capabilities.
On the other hand, not everything is rosy. Adopting Gen AI is still a major challenge for organizations. Many business leaders express uncertainty about which use cases will bring a real competitive advantage and how to scale these initiatives efficiently. Furthermore, use cases that deliver real value are still very specific and there is also a fear of overinvesting. Along these lines, the same report indicates that two-thirds of the executives interviewed expect a period of three to five years to fully capture the value of their investments in Gen AI.
To overcome these challenges, there are several key factors. First, designing a cohesive operational strategy for deploying Gen AI, prioritizing use cases that offer value and the potential to transform not just specific process points but also reimagine entire workflows. Second, to sustain broad and sustainable impact, companies must focus on the enablers that support the humans who make Gen AI work, such as proper governance and a robust performance infrastructure, prioritizing AI-skilled professionals. Finally, intelligently integrating Gen AI tools with human capabilities is essential to building the most advanced solutions, such as autonomous Gen AI agents or co-pilots that can address every step of a complex workflow.
Beyond the direct operational benefits, Gen AI is also driving a cultural shift within organizations. Companies are being challenged to rethink the way they operate, viewing Gen AI not just as a tool to improve existing processes, but as a means to completely reimagine their operations. For example, rather than simply automating the generation of notes and actions in meetings, Gen AI can be used to assess the need for so many meetings in the first place, fostering a more efficient and results-driven approach.
Indeed, Gen AI presents significant opportunities for companies looking to improve their operational efficiency and generate value in an increasingly competitive business environment. This can be achieved through strategic and disciplined implementation that reimagines entire processes rather than focusing on isolated steps. With a well-planned approach, companies can overcome the initial challenges and reap the long-term benefits, transforming the promise of generative AI into real productivity and tangible results.
This movement is not going to reverse, and the transition, however, is a marathon, not a sprint. With careful planning and rigorous execution, companies can not only adapt but thrive in the era of generative AI.
*Roberto Lopes is a Partner and Head of Innovation at BetaHauss, an expert in Exponential Innovation from Singularity University, a certified agile coach and co-founder of Legal Hackers Porto Alegre. He is a guest professor at Echos School of Design Thinking and Executive Education at ESPM and a board member and mentor in several innovation programs.
Notice: The opinion presented in this article is the responsibility of its author and not of ABES - Brazilian Association of Software Companies
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