Culture Change

The potential for collaboration between humans and AI opens the door to a new category of roles - what some are calling super jobs. These roles emerge when technology transforms not just how we work, but the very nature of the work itself. They blend human judgment, creativity, and emotional intelligence with the power of intelligent machines, data, and algorithms. We’re getting better at identifying the tasks AI can take over.

All too often segmentation simply involves grouping employees into different levels of seniority or into functions. It’s far more effective to segment employees according to their attitudes towards whatever the engagement campaign is aiming to achieve. Gen Z, Millennials and Boomers are just generalisations based on people’s birth dates. Millions of people within each ‘segment’ can’t all be the same.

As employers and employees embrace AI, many see it as a tool for handling repetitive, structured tasks that people would rather avoid. AI certainly adds value, from generating high-quality meeting notes to helping leaders summarise dense reports and extract key insights efficiently. Yet, for all its capabilities, AI cannot replace human judgment. Those who embrace AI as an enabler rather than a threat will be the ones who thrive.

While coaching culture transformation in many African organisations, I notice that some still operate on an outdated principle. Managers and supervisors scrutinise employee performance for mistakes to correct mistakes rather than successes to celebrate. When leaders shift their focus from fault-finding to recognising strengths, organisations see higher engagement, stronger performance, and more resilient teams.

In my daily work inside the cultures of numerous African organisations, I discover common truths. One of these is how hard it is to onboard new hires quickly and effectively. Speed is essential because, after the first thirty days, a new joiner has heard so many varied opinions from colleagues and bosses that the opportunity has been lost. Effectiveness can best be judged by how quickly a new person becomes productive.

In the evolving dynamics of the modern workplace, the integration of Generation Z into professional environments has sparked much-needed conversations about how organisations conduct business meetings. As I coach organisational culture change, I see that while younger employees add fresh energy and ideas to discussions, they are unsure of how to behave in a meeting and less likely to run a productive one.