beyond dollars and cents: realizing the true ROI of AI investments.

We all know generative artificial intelligence (GAI) is transforming how work gets done and ushering in a new era of innovation and efficiency, but what organizational leaders often overlook is the full impact on people. GAI’s true potential is its effect on human potential, job satisfaction and workforce engagement. By using technology to minimize low-value, repetitive tasks, people can better focus on strategic and substantive activities that create pride and joy. And that is a dynamic with far-reaching and lasting benefits.

From my experience with many organizations around the world, GAI investments are justified based on measurable returns, such as productivity or cost saving, but rarely on workforce satisfaction. This is a big miss. Randstad Enterprise’s 2025 Talent Trends research shows that 30% of talent leaders believe AI will allow them to focus more on value-added tasks. At the same time, 82% agree that AI is helping their talent to develop strong cognitive thinking skills.  There are also potential gains in retention, well-being, workplace safety and many other aspects. By using GAI to give people agency over the work they want to do and what they need to do is tremendously uplifting and transformative. And, additional research shows that happy workers are 13% more productive. 

Be aware, however, that transformation will not happen if you’re simply standing by and watching; you’ll need to shape the future of work your organization needs. There are many potential paths this technological revolution can take, and while no one can predict the exact outcome, thoughtful design and proactive involvement can lead to a brighter future for talent, teams and organizations alike.

This requires nurturing the relationships people have with AI tools. Doing so unlocks unprecedented levels of productivity and innovation. The result is a work environment where employees feel more fulfilled, valued and empowered to achieve their highest potential. This holistic approach to GAI implementation doesn't just benefit the bottom line; it transforms the entire business.

The future of work is not about humans versus AI. Rather, it’s about creating a symbiotic relationship where they jointly thrive. It's about redesigning work, not just automating or augmenting existing processes, to create something truly transformative and performance-enhancing.

speed in workplace adoption

The adoption of GAI in the workplace has been nothing short of revolutionary. According to a Microsoft and LinkedIn study, a staggering 75% of knowledge workers now use AI in their daily work. This widespread adoption has occurred at breakneck speed, with 46% of these users having embraced GAI within just the last six months. This rapid integration signifies not just a technological shift, but a fundamental change in how we approach work itself.

It's crucial to recognize that people will use GAI, regardless of whether their companies have implemented the technology. This grassroots adoption highlights the need for proactive strategies to ensure equitable access and use of GAI across all levels of the organization. 

 
Randstad research shows significant disparities among users of AI. For example, differences among generations are stark. Just about half of all millennials and Gen Z are using AI, but fewer than one-third of Baby Boomers and 36% of Gen X are doing so. Additionally, about two-thirds of the youngest generation are seeking AI learning opportunities outside of the workforce, but only about a quarter of the oldest are taking the same actions.

This data raises a real concern for companies. With generative AI skills expected to become foundational competencies for many types of workers in the future, widening skills gaps could substantially reduce talent pools and restrict access to qualified workers. A practical solution is to provide training and upskilling for all roles impacted by the proliferation of generative and other forms of automation. These initiatives can include experiential learning in practical, hands-on workshops, as well as other impactful forms of skilling.    

broad adoption across many functions 

The applications of GAI span across a diverse array of industries and roles, each finding unique ways to leverage these powerful technologies. Among the functions most likely to be impacted are:

• • content creation and marketing
    GAI is being used to generate initial drafts for articles, create personalized content for targeted campaigns and assist in brainstorming sessions for creative concepts.

  • data analysis and business intelligence
    Analysts are using GAI to automate data cleaning, generate insightful visualizations and identify trends in large datasets.

  • software development
    The software landscape is being revolutionized by GAI's ability to understand and generate code, handle routine coding tasks, explain complex algorithms and even suggest optimizations.

  • customer service
    The technology is enabling a level of personalization and 24/7 availability that was previously unattainable, freeing human agents to deal with more complex issues.

  • human resources
    HR departments are using GAI to streamline resume screening, generate job descriptions and assist in employee onboarding processes.

  • legal and compliance
    The legal sector is benefiting from GAI's ability to aid contract analysis, legal research and the generation of draft legal documents.

  • healthcare
    In healthcare, GAI is assisting in medical image analysis, generating patient care summaries and aiding medical research.

  • financial services
    Intelligent tools can analyze market trends, automate risk assessment and generate financial reports and forecasts.
    
    

These diverse applications demonstrate the versatility and transformative potential of GAI. This is because the technology is not simply automating tasks but augmenting human capabilities in complex and nuanced ways.

For instance, GAI doesn't just produce text; it serves as a collaborative partner offering ideas, alternative phrasings and even challenging human assumptions. This collaborative aspect is reshaping creative processes, allowing people to explore new territories of imagination and innovation. By actively engaging with this technology and shaping its implementation, we have the opportunity to redesign work itself, creating something truly wonderful, powerful and performance-enhancing.

centaurs and cyborgs

The key to unlocking the true potential of GAI lies in understanding and leveraging the synergies between human and artificial intelligence. This collaboration can take two main forms: the "centaur" and "cyborg" models. Both approaches offer unique advantages and can be applied in different contexts to optimize human-AI collaboration.

the centaur model
The centaur model, named after the mythical half-human, half-horse creature, represents a partnership where humans and AI work side-by-side, each handling the tasks they're best suited for. There's often a back-and-forth between human and AI, with each building upon the other's work. This model emphasizes a clear division of labor in the following ways:

• • Humans and AI will each handle specific aspects of a project or workflow.

  • AI is used for tasks requiring rapid data processing, pattern recognition and tireless execution.

  • Humans focus on tasks requiring creativity, emotional intelligence and complex problem-solving.

  • People maintain control over the process, making final decisions and providing strategic direction.

 The centaur model is already deployed in various professions. In radiology, AI assists in initial image screening, flagging potential anomalies for human radiologists to review and diagnose.

In financial trading, AI algorithms identify market opportunities, but traders make the final investment decisions based on their broader understanding and risk assessment.

the cyborg model
The cyborg model, inspired by the concept of cybernetic organisms, is a more integrated collaboration. The boundaries between human and AI contributions are more blurred, with AI serving as an extension of human cognitive capabilities. The distinctions are:

• • AI is deeply integrated into the human workflow, acting as an always-on cognitive assistant.

  • Rather than dividing tasks, the technology enhances human performance across a wide range of activities.

  • Both people and the AI system continuously learn and adapt through their interactions.

  • The AI system becomes increasingly attuned to the individual user's style, preferences and needs over time.
     

We see these models applied in a number of ways. Writers are using assistants that suggest phrasings, offer real-time feedback and even adapt to the person’s style over time. Software developers leverage AI pair programmers to continuously make suggestions, explanations and optimizations as they work. Designers are leveraging tools that generate and refine design elements in real-time as they create, effectively extending their capabilities.

Both models have their strengths and are suited to different types of tasks and work environments. The centaur model is better for high-stakes decisions requiring clear accountability. It helps maintain and develop distinct human skills alongside AI capabilities and is more easily adapted to existing workflows and organizational structures. The cyborg model is suited for rapid, iterative decision-making processes where contributions can be more fluid. It requires a more fundamental rethinking of work processes but can lead to more transformative outcomes.

In practice, many organizations will likely employ a combination of both models, depending on the specific task, department or project. 

The key is to thoughtfully consider which model (or combination of) will best enhance human potential and create the most value in each specific context.

These models represent more than just ways of working with AI; they offer opportunities to fundamentally redesign work. By actively exploring new paradigms, organizations can move beyond simply automating or augmenting existing processes. Instead, they can create entirely new ways of working that are more efficient, creative and fulfilling for employees. This proactive approach is essential for realizing the full potential of GAI and creating the kind of workplace we want for the future. And advancements accelerate, expect the next frontier of the technology — AI agents — to further reshape work as we know it. You can learn more about this development in my recent blog.

As we move forward, understanding and effectively implementing these models of human-AI collaboration will be crucial for organizations looking to maximize the ROI of their GAI investments. By creating the right relationship between human creativity and AI capabilities, companies can unlock new levels of productivity, innovation and employee satisfaction.

The next step is considering how to truly leverage GAI’s superpower: unleashing human potential.