It’s a stormy holiday weekend, and you’ve just received the last notification you want in the busiest travel week of the year: The first leg of your flight is significantly delayed.
You might expect this means you’ll be sitting on hold with airline customer service for half an hour. But this time, the process looks a little different: You have a brief text exchange with the airline’s AI chatbot, which quickly assesses your situation and places you in a priority queue. Shortly after, a human agent takes over, confirms the details, and gets you rebooked on an earlier flight so you can make your connection. You’ll be home in time to enjoy mom’s pot roast.
Generative AI is becoming a key component of business operations and customer service interactions today. According to Salesforce research, three out of five workers (61%) either currently use or plan to use generative AI in their roles. A full 68% of these employees are confident that the technology—which can churn out text, video, image, and audio content almost instantaneously—will enable them to provide more enriching customer experiences.
But the technology isn’t a complete solution—or a replacement for human workers. Sixty percent of the surveyed employees believe that human oversight is indispensable for effective and trustworthy generative AI.
Generative AI enables people and increases efficiencies in business operations, but using it to empower employees will make all the difference. Its full business value will only be achieved when it is used thoughtfully to blend with human empathy, ingenuity, and emotional intelligence.
Though the technology is still nascent, many generative AI use cases are starting to emerge.
In sales and marketing, generative AI can assist with creating targeted ad content, identifying leads, upselling, cross-selling, and providing real-time sales analytics. When used for internal functions like IT, HR, and finance, generative AI can improve help-desk services, simplify recruitment processes, generate job descriptions, assist with onboarding and exit processes, and even write code.
This content was produced by Insights, the custom content arm of MIT Technology Review. It was not written by MIT Technology Review’s editorial staff.
