Why AI’s Growing Pains Highlight Human Value
259Artificial intelligence is often compared to electricity when it first appeared a century ago. People saw its potential but weren’t quite sure how to use it safely or effectively. Today, many companies are in the same boat with AI. They know it can change everything but struggle with implementation, safety, and getting a good return on investment. Experts say it’s time for organizations to stop fearing AI and start involving their teams to make the most of it.
Learning from Electricity’s History
Deepak Seth, a director analyst at Gartner, explains that AI is at a similar stage as electricity was long ago. Back then, companies hired chief electricity officers to bring power into factories and homes. Regulations were created to keep workers safe from shocks and hazards. Over time, the electrical industry grew, with engineers developing new ways to use power efficiently and safely. Seth suggests that AI needs a similar evolution—building standards, safety protocols, and industry practices.
Right now, AI’s early hopes are giving way to real-world challenges. Many experiments with AI have failed—up to 95% according to some studies—because companies rush into projects without clear goals or safety measures. Still, some successful uses are emerging, mainly in areas like managing knowledge, automating back-office tasks, and improving customer service. The key issue is that businesses still don’t fully understand how to work with AI or how to build teams where AI is a true partner.
Facing the Challenges and Moving Forward
Brooke Johnson, chief legal officer at Ivanti, points out that many organizations are waking up to the downsides of AI. The initial rush was all about speed, often ignoring strategy and safety. This has led to wasted budgets, fragmented systems, and underperforming tools. Now, companies are trying to find a balance—developing strategies that include AI, empowering their workforce, and maintaining cybersecurity all at once.
Experts agree that a human-centered approach is crucial. AI should complement human skills, not replace them. Employees need to understand what tools are helpful and which ones to avoid. Johnson emphasizes education and guardrails to ensure AI benefits everyone without creating new risks.
For most organizations, the goal should be to use AI effectively rather than reinventing the wheel. Matthew Blackford, VP of engineering at RWS, says that experienced engineers already focus on privacy, security, and risk. These are the people best suited to work with AI because they understand the importance of designing systems with those concerns in mind.
Moving Beyond Frustration and Failed Projects
Despite many setbacks, some companies are still stuck in the cycle of hype without real progress. Joe Depa, a chief innovation officer at Ernst & Young, notes that many organizations are just going through the motions, trying to appear innovative without tangible results. However, others are beginning to see the potential of AI when it’s approached thoughtfully and with clear goals.
The takeaway is that AI’s journey is just beginning. The current frustrations highlight the importance of human oversight, proper planning, and safety measures. As history shows, new technologies need time to mature and establish industry standards. Companies that focus on collaboration, education, and responsible use are more likely to succeed in this transition.
In the end, AI’s future depends on humans working alongside it—guiding, teaching, and refining its use. The lessons from the past remind us that technological revolutions are not just about the tools but also about the people behind them. AI’s real potential will be unlocked when we recognize that human ingenuity remains irreplaceable.
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