The IU study makes it clear that German companies are making technological progress in the adoption of AI, but often lag behind when it comes to organisational transformation. AI only delivers added value when the adoption of the technology and the human factor are considered together within the context of change management.”
Prof. Dr Anne Gfrerer and Prof. Dr Philipp Diebold in a joint interview on AI transformation in the workplace. In addition, the two experts offer advice on how companies can systematically support the adoption of AI.
Prof. Dr Anne Gfrerer
Professor of Business Informatics at the IU International University of Applied Sciences, entrepreneur and supervisory board member
Prof. Dr Philipp Diebold
Professor of Business Informatics at the IU International University of Applied Sciences and managing director of a consultancy firm
Prof. Gfrerer, how will AI change the working world by 2030 – and why is AI just one of several drivers of change?
Artificial intelligence will transform the world of work more profoundly than any digital technology before it. The internet has digitised processes – generative AI is now also transforming knowledge-intensive and creative work. AI is by no means new: companies have been using it for years, for example in machine learning. However, what is new is that, at the very latest since the launch of ChatGPT, powerful generative AI has been directly available to almost all employees in their day-to-day work. This is precisely what transforms AI from a specialised tool into a basic technology.
Therefore, the real challenge is no longer the technology itself, but how it is used. As our study shows, the key lies in how companies integrate AI into their processes, train their employees and actively support the transition. Therefore, AI transformation is, above all, a leadership and change management challenge.
Prof. Gfrerer and Prof. Diebold, which skills will be really crucial in a working world shaped by AI?
Prof. Dr Philipp Diebold: For many employees, the use of AI will become the norm – if it isn’t already today. However, in the future the decisive factor will no longer be whether someone uses AI, but how well humans and AI work together. The skills required include critical thinking, problem-solving skills and the ability to use AI in a targeted manner to enhance one’s own expertise. Those who view AI as a sparring partner and combine its strengths effectively with their own expertise will work more successfully in the long term.
Prof. Dr Anne Gfrerer: That’s right. However, these skills will not develop on their own. Companies need to systematically develop AI literacy. This includes a basic understanding of how AI works, where its strengths and limitations lie, and what risks are associated with its use. Employees must learn to integrate AI into their work processes competently and responsibly. AI literacy is therefore much more than just prompting. It will be a key skill for successful collaboration between humans and AI.
“Successful use of AI does not mean handing over as many tasks as possible to AI, but rather finding the right division of work between humans and machines.”
Prof. Dr Anne Gfrerer
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Gap between AI deployment and AI access
A Bitkom study¹ shows that: although AI is becoming significantly more important in German companies, it is not yet being consistently supported in terms of investment and access. 29 per cent of companies wanted to invest more in AI in 2025 than in the previous year. At the same time, only just over a quarter of companies provide their employees with direct access to generative AI services or applications.
¹ Source: Bitkom (2025): Artificial intelligence in Germany: views from the general public and businesses
Prof. Gfrerer, is there more to it than just prompting skills, then? And: what responsibility do companies bear in this regard?
Yes, definitely. Prompting is just the start. Companies should not only train their staff in the use of AI tools, but also specifically build up their AI literacy – that is, an understanding of how AI works and where its limitations lie. Successful use of AI does not mean delegating as many tasks as possible to AI, but rather finding the right division of work between humans and machines to create added value that did not previously exist without AI. AI thus enhances human expertise, but does not replace it.
Therefore, companies should invest less in prompting courses and instead focus on building AI expertise that combines technological understanding, critical thinking and collaboration between humans and machines.
Prof. Diebold, the IU study shows: many employees feel they are not sufficiently prepared for the AI transformation. Why is this a problem?
Because technology always has to be integrated into workflows. On the one hand, there is an AI system with certain capabilities; on the other, a human being with a specific task and, often, technically limited abilities. The two have to match up in a meaningful way. Employees have to understand what application AI is suitable for. Without this understanding, AI will either remain unused or be used inefficiently. Therefore, successful AI transformation does not begin with the technology, but with enabling people to integrate it effectively into their day-to-day work.
Prof. Gfrerer and Prof. Diebold, does that mean the introduction of AI is primarily a change project rather than a purely technological one?
Prof. Dr Philipp Diebold: Many companies still regard AI as a software project. However, it is in fact changing the way work is organised. Therefore, the most common mistake is to introduce AI on top of existing work. Employees are expected to use new tools without their tasks, processes or priorities being adapted. This means that AI ends up creating extra work rather than lightening the load. As the results of our study show, this can actually lead to a drop in productivity.
Prof. Dr Anne Gfrerer: Successful companies make time for learning, define clear use cases and work with their staff to further develop roles, processes and responsibilities. Only then can AI realise its full productivity potential.
“AI transformation is not a project with a completion date, but an ongoing change process.”
Prof. Dr Philipp Diebold
Prof. Diebold, what are the biggest mistakes companies are making today when introducing AI?
The biggest mistake is to assume that the process ends with the successful introduction of AI tools. In fact, the real work only begins after that. AI is developing at a rapid pace; its practical applicability must be assessed in measurable terms, and perhaps one or the other tool might even be discarded later. It’s all part of the process. It is important that there are clear areas of responsibility and accountability for management, as well as clear communication with employees. They are the ones who are going to be using it and need to know what’s going on. AI transformation is not a project with a completion date, but an ongoing change process.
“Successful AI transformation requires leadership: managers provide orientation, set clear guidelines and enable their teams to use AI responsibly – because decisions can be supported by, but not delegated to, technology.”
Prof. Dr Anne Gfrerer
Prof. Gfrerer, what role do managers play in a successful AI transformation?
A key role. AI can do a great deal: it can analyse information, identify patterns and support decision-making. However, it cannot take responsibility for decisions; this remains in the hands of people and, therefore, of managers. At the same time, managers are called upon to provide orientation, establish clear guidelines for the use of AI, and enable their teams to use AI responsibly and in a way that adds value in their day-to-day work. Successful AI transformation requires leadership: managers provide orientation, establish clear guidelines and enable their teams to use AI responsibly – because decisions can be supported by, but not delegated to, technology.
Prof. Diebold, what steps should companies take now to successfully adopt AI?
Companies are investing billions in AI tools, but the real bottleneck has long been elsewhere: in people and the way they work. We therefore need a two-pronged approach: AI literacy for the entire workforce and managers who enable their teams rather than simply using AI themselves – for example, through upskilling courses that not only impart knowledge of the tools but also specifically develop existing working methods. For it is only when technology and skills grow hand in hand that AI generates sustainable added value.
Prof. Gfrerer, what opportunities does AI offer for those starting out in their careers and for companies?
Many companies are currently reluctant to take on new career entrants because induction takes up time and resources. This is exactly where AI can make all the difference. Our study shows that almost half of managers are convinced that AI can help career entrants take on more challenging tasks more quickly by taking over routine tasks and supporting the development of their skills. This can lower the barriers to entry and, in view of the shortage of skilled workers and demographic change, this is an opportunity that companies should seize.
“Managers provide orientation, while employees use AI effectively and develop new ways of working. Only then can technology help bring about sustainable change.”
Prof. Dr Philipp Diebold
Prof. Gfrerer and Prof. Diebold, how will companies be able to tell in two or three years’ time that their AI transformation has truly been successful?
Prof. Dr Anne Gfrerer: In a few years’ time, AI will no longer be a competitive advantage; it will be taken for granted, just as automation is today. The real competitive advantage will then lie in companies’ ability to translate new technologies into added value more quickly than others.
Prof. Dr Philipp Diebold: And it is precisely this ability that begins with human beings. An AI transformation will be considered a success when AI is no longer seen as an additional task, but is used as a matter of course wherever it makes sense to do so. Managers provide orientation, whilst employees make effective use of AI and develop new ways of working. Only then can technology help bring about sustainable change.
