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In recent years, generative AI has become a top business priority for many executives looking to reshape the customer experience (CX). However, a Gartner survey has revealed that while leaders are eager to adopt AI, consumers remain concerned about its use in customer service.
Chief among their concerns is that AI might be making it harder to reach a person for help when it’s needed most. After all, it’s common to get trapped in “doom loops” — cycles that confine customers in automated systems — before finally connecting with a customer service representative.
As the demand for high-quality customer service continues to grow, businesses should rethink their approach to CX in the new year. In this article, I share five wishes for AI-optimised CX and the future of the workplace.
Seamless human-AI collaborationÂ
In an insight piece titled “Why You Should Rethink AI-Powered Customer Experience as Human Experience,” EY highlighted that 54% of consumers value human interaction or assistance for all purchases, and that stand-out experiences are often rooted in human values, behaviour, and emotion.
These suggest the need for businesses to assess which processes can be undertaken by AI and identify touchpoints of the customer journey where human involvement is essential. For instance, should an AI chatbot take over more advanced troubleshooting, especially when the customer may already be frustrated?
Or how can leaders ensure that in situations requiring conflict resolution or negotiation, the human capacity for empathy and judgment is not overshadowed by the efficiency of AI? These are the deeper questions companies should ask themselves as they evaluate the role of AI in their CX strategy.
Customers today demand immediate answers and are quick to switch brands when interactions leave a sour taste in their mouths. These, compounded by increasingly complex issues that require coordination with multiple departments, mean that customer service agents are often overwhelmed with the pressure to deliver fast and accurate resolutions.
AI has the potential to not only save time but also enhance the quality of human interactions when used appropriately.
AI literacy for all agesÂ
According to Microsoft and LinkedIn’s 2024 Work Trend Index Report, three out of four people use AI at work, and 78% of users are bringing their own AI to work in Asia-Pacific. Interestingly, this trend cuts across all generations, with older workers adopting new technologies as well. Evidently, AI literacy has become a strategic imperative for businesses wanting to thrive in today’s competitive market.
That said, Grammarly’s 2024 State of Business Communication report found that while over 78% of Gen Z and millennial team members have at least experimented with generative AI tools at work, older generations are more likely to resist new technology, with 41% of Gen Xers and 66% of Boomers avoiding it altogether.
This suggests that businesses today must not only close the AI usage gap but also address AI literacy and fluency gaps that exist across different teams and generations within their organisations.
AI empowerment and job creation Â
Within the context of AI in the workplace, many have been anxious about job security. According to an article by the World Economic Forum (WEF), more than a fifth of workers in the United States are worried that they might lose their jobs to emerging technologies.
But the AI narrative is shifting from replacement to augmentation. Like AI, the introduction of the World Wide Web initially sparked concerns about the displacement of workers in traditional industries. Many feared that human connections would suffer as virtual communication took precedence over face-to-face interaction. However, the internet ultimately created vast new opportunities. Just as the internet reshaped industries, empowered individuals, and created new sectors of growth, AI has the potential to do the same.
In fact, AI is already driving productivity and is expected to create new job opportunities, including roles in machine learning and data labelling. This aligns with WEF’s 2023 Future of Jobs Report, which forecasts that while 85 million jobs may be displaced globally in the coming years, new technologies are likely to create 97 million new jobs, illustrating the potential for positive transformation in the workforce.
Ethical and responsible use of AIÂ
Additionally, a recent TDCX report titled “Creating Powerful CX in the Age of AI” noted that 80% of business leaders identify ethics, bias, and trust as significant concerns when implementing AI technologies.
This is substantiated by a separate study commissioned by a software firm, which found that almost half of Singaporean workers who use generative AI at work admitted to using platforms banned by their employers. This comes as a majority noted that their companies did not have clearly defined policies on how generative AI should be used for work. Accordingly, respondents had a limited understanding of practices that promote ethics and safety in AI usage.
Indeed, when it comes to the AI transition, C-suites should lead the charge in establishing frameworks for the responsible use of AI. The workforce of the future should be empowered to use AI tools responsibly, with a clear understanding of privacy, security, and ethical boundaries. This is key to building customer trust and ensuring the long-term viability of companies.
Continuous learning and upskillingÂ
In a world increasingly driven by machine intelligence, adaptability and continuous learning will be crucial not only for organisational success but also to future-proof careers.
Senior Minister of State for Digital Development and Information Tan Kiat How noted that about half of Singapore’s intended pipeline of 10,000 new AI workers is expected to come through reskilling programs.
This aligns with the government’s aim to triple the AI workforce to 15,000 over the next few years. To this end, it has introduced various initiatives, including career conversion programs and the TechSkills Accelerator, to help mid-career workers transition into tech roles involving software, cloud, and AI.
It is my hope that in this new year, CX leaders will prioritise a workforce that is agile and always evolving, with ongoing training and upskilling in AI, data analytics, and other emerging technologies. This will ensure that employees remain valuable and relevant in an AI-driven world.
Looking ahead, I hope these themes spark ideas for companies as they refine their CX strategies. Those that focus on these aspects will be well-positioned to deliver exceptional customer experiences with AI.