The future of work: are we ready for the AI Generation?

Artificial intelligence has ceased to be a promise to become the new engine of work transformation. It is no longer a topic reserved for technical teams or innovation departments: it is redefining, in real time, how we think about productivity, talent, and leadership.

The AI at Work 2025 report, prepared by Globalization Partners (G-P), makes it clear: 74% of executives consider AI to be critical to the success of their company, and 91% state that their organization is already actively scaling its use. Only 1% say they are not using it at all. In other words, adoption is not the debate. The real challenge is how to integrate artificial intelligence responsibly, strategically, and humanely.

Companies are no longer asking if they should apply AI, but how to do it without losing their essence. Because the issue is not technological, but cultural. The emergence of the so-called AI Generation is changing not only the tools we use, but the expectations of how we work, how we lead, and how we create value within organizations.

From curiosity to total commitment

New AI-as-a-service platforms and advances in language models allow companies of any size to make faster decisions, automate tasks, and create more personalized experiences. It is no longer about “trying AI”, but about integrating it as a strategic tool to innovate and gain a competitive advantage.

In a time of unprecedented transformation, 60% of executives state that their company is using AI aggressively to innovate within their industry. And it’s not just the leaders who believe it: 82% of Human Resources professionals also consider AI an essential piece of their company’s success.

The AI Generation is not defined by age, but by its mindset: people and organizations that trust AI, but do not give it blind control.

The new standard: augmented productivity

The enthusiasm for AI is driven by its productivity potential. Two-thirds of executives (67%) would prefer to use AI tools and be 50% more productive, even if it means reducing staff.

According to the report, the three areas where AI offers the greatest return are the automation of administrative and operational tasks, automated legal compliance, and advanced analysis and knowledge generation from data.

AI not only accelerates processes; it changes the nature of work itself. It is no longer about repeating tasks, but about directing, interpreting, and improving the output that machines generate. Artificial intelligence becomes an extension of professional judgment. Its value is not in replacing, but in amplifying. But this leap is not achieved automatically: it requires redefining the competencies, flows, and relationships within companies.

“The role of leadership is to understand the value that AI brings, prepare people, and create a culture that fosters continuous learning.” — Laura Maffucci, HR Director at G-P

From “Big Brother” to “Better Partner”

The rise of AI also poses new dilemmas. 92% of companies require formal approval before implementing an AI tool, but 35% of executives admit that they would use it anyway even if it were not approved. The pressure to be more efficient, in many cases, outweighs internal control policies.

In addition, a growing number of leaders would be willing to accept AI monitoring their work activity if it guarantees greater productivity. This shows an evolution in the business mindset: from surveillance to intelligent support.

The challenge for organizations is twofold: ensure solid governance and train people in the ethical and safe use of AI. As with cybersecurity, technological literacy will be a cross-cutting competence.

Human Resources: the heart of the transformation

For years, it was said that Human Resources departments were slow to adopt technology. Today, the landscape has completely changed. 90% of HR professionals expect AI to increase its presence at work this year.

Thanks to intelligent automation, HR teams can now reduce time in global hiring processes, personalize training, and improve the employee experience, in addition to ensuring legal compliance in multiple countries in real time.

The HR leader of the future does not draft contracts or manually review benefits; they use AI agents like G-P Gia, capable of generating legal documents, reviewing regulations, and offering advice in seconds. Thus, the Human Resources area goes from being an operational department to a center of strategy and organizational innovation. Technology, in this context, ceases to be an end and becomes a means: a multiplier of strategic and creative work.

A key note: AI will also read your CV

While companies adopt AI to recruit and evaluate talent, professionals must adapt to this new reality. Automated filtering systems (ATS) and AI models already decide which profiles make it to the next step of the selection process.

Therefore, preparing your CV to be understood by AI has become a strategic skill. A clean format, clear language, and specific keywords make the difference.

Towards a new talent culture

The future of work is not about replacement, but about intelligent cooperation. The AI Generation will mark an era in which creativity, empathy, and ethics will be more valuable than ever, because they will be precisely the qualities that machines cannot replicate.

The companies that thrive will not be the ones that adopt AI the fastest, but the ones that learn to combine artificial and human intelligence with purpose. The AI Generation does not fear automation: it directs it, trains it, and puts it at the service of purpose.

The future of work no longer revolves around tasks, but around relationships: between humans, systems, and ideas. And in that future, the competitive advantage will not be mastering technology, but mastering coexistence with it. The biggest challenge, in reality, is not technical: it is cultural.