Dr. Deepa Nagarajan is the Founder and CEO of DEEPA NAGARAJAN LLP. With more than 29 years of expertise in brand management, diversity management, and entrepreneurial development, she is a renowned OKR Consultant and Coach. Her exceptional skills have earned her numerous accolades, and she is highly sought after by top management institutions worldwide. Below is a transcript from a recent email interaction between FYI9 News and Dr. Deepa Nagarajan.
Prateek: Can you discuss the benefits and challenges of adopting Open AI technologies in a traditional workplace setting? How do you envision Open AI augmenting employee tasks and productivity?
Dr. Deepa: Generative AI brings transformative benefits to the table at traditional workplaces by helping enhance productivity, creativity, and efficiency. It helps automate repetitive tasks like data analysis, report generation, and content creation, freeing employees to focus on strategic and high-value activities. AI tools can also augment creativity, providing fresh ideas, design suggestions, and innovative solutions. Also, personalized learning platforms and AI-driven support systems improve employee engagement and skill development. However, these are not free of challenges. – and they could include but not limited to resistance to change, the need for upskilling, and concerns over job displacement. Ethical considerations, such as bias in AI models and data security, are also critical. To successfully integrate AI, organizations must prioritize transparent communication, provide proper training, and implement clear governance frameworks.
Prateek: What strategies can organizations employ to ensure transparency and explainability in AI decision-making processes, and how can these approaches be balanced with the need for efficiency and innovation?
Dr. Deepa: To ensure transparency and explainability in AI decision-making, organizations can focus on building trust and keeping things simple and clear. One strategy is to design AI systems that provide easy-to-understand explanations for their decisions—think of it as a “behind-the-scenes tour” that shows how outcomes are reached. Regularly auditing AI processes, sharing those insights, and openly addressing questions or concerns can also make employees and customers feel more confident.
Balancing transparency with efficiency and innovation means setting clear boundaries: decide where transparency is a must (like HR or customer-facing areas) and where faster, less-explained decisions are acceptable (like internal operations). It’s also about making room for feedback—letting people ask questions and adapt processes as needed.
Prateek: What role should human oversight and review play in AI decision-making, and how can organizations design effective review processes that balance the benefits of AI with the need for human judgment and accountability?
Dr. Deepa: Human oversight is crucial to ensure AI decisions are fair, ethical, and aligned with real-world values. Think of it as a partnership—AI provides speed and data-driven insights, while humans bring context, empathy, and judgment. Organizations can design effective review processes by creating checkpoints for critical decisions, like hiring or customer approvals, where humans validate AI recommendations. It’s also important to empower teams to flag questionable outcomes and provide feedback for improvement. The goal isn’t to slow things down but to make sure AI decisions remain accountable and reflect what’s best for both the business and its people.
Prateek: How can businesses leverage AI technologies, such as OpenAI’s chatbots or language models, to drive innovation, improve efficiency, and gain a competitive edge in their respective markets?
Dr. Deepa: Businesses can leverage AI technologies like chatbots and language models to streamline operations and deliver exceptional customer experiences. AI chatbots, for example, can handle customer queries 24/7, reduce response times, and provide personalized interactions, enhancing satisfaction while freeing up human teams for complex issues. Language models can assist with tasks like content creation, market analysis, and trend forecasting, enabling faster decision-making and innovation.
I think it is all about how you leverage or prompt the AI tool to give you the right output. The output is as good as the input.
Prateek: What initiatives or programs would you implement to upskill or reskill employees and prepare them for an AI-driven future, where automation and AI technologies play an increasingly prominent role?
Dr. Deepa: A recent WEF report said 39% of today’s skills are going to become obsolete by 2030. So. what should we do about it and how can we prepare for an AI-driven future?
I’d focus on initiatives that blend technical training with adaptability and critical thinking. First, I’d introduce upskilling programs that help employees work alongside AI, such as understanding data analysis, AI tools, and automation workflows. These could be delivered through interactive workshops, e-learning platforms, or mentorship programs.
Second, I’d prioritize reskilling for roles that are evolving due to automation, focusing on areas like creative problem-solving, emotional intelligence, and strategic thinking—skills AI can’t replicate.
Third, creating a culture of continuous learning is key. Regular hackathons, innovation challenges, and collaborative projects can make learning engaging and future-proof the workforce.
Lastly, leadership programs would help managers guide their teams in adopting AI with confidence, ensuring a smooth transition for the organization.
Prateek: There’s a growing concern that AI could displace certain jobs. How do you plan to mitigate the impact of Open AI on the workforce? What reskilling or upskilling programs would you propose to support employees whose roles may evolve due to AI adoption?
Dr. Deepa: This fear is not unfounded but there is a silver lining – our focus must be on transitioning fear into opportunity. While you could view AI as a replacement, all of us should see it as a tool to amplify our abilities. I’d implement programs that reskill employees in areas where human strengths—like creativity, empathy, and problem-solving—are essential. This is still out of reach for AI. Employees can learn how to become “AI Supervisors”.
I also feel there is a need for digital fluency, teaching employees how to use AI tools effectively in their roles. Beyond technical skills, I’d encourage adaptability through workshops on critical thinking, collaboration, and leadership. It’s also important to have transparent conversations about how specific roles can evolve, so that the workforce is aware of what is coming and what they can do about it. We should take this proactive approach to ensure that AI becomes a workforce enabler rather than a disruptor.
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