The challenge of strategically integrating AI with human talent

An interesting insight from Mercer’s report on the talent shortage and the impact of AI on organisations.

Undoubtedly, AI is accelerating the transformation of work and forcing us to rethink competencies, structures and organizational models. But in our experience advising companies in the search for management talent, it is worth putting some context.

On the one hand, many of the organizational changes we are seeing are not solely AI-related. They also have to do with the need to gain efficiency and competitiveness in increasingly VUCA environments.

On the other, there is a certain risk of “putting the cart before the horse”. There are companies that want to incorporate AI into their processes when they still have structural problems: overuse of Excel compared to underused ERPs, low data culture in decision-making, insufficient automation or unproductive digital channels.

In addition, an interesting question arises: is AI today mature enough to justify major reorganizations, especially in strategic areas? Its impact is evident in the automation of administrative and support tasks, but the actual replacement of managerial or decision-making functions is still debated.

In fact, in a recent conversation with an HR executive of a technology multinational, we commented on how some large layoffs attributed to AI also have other factors behind them: corrections after the overhiring of IT profiles during the pandemic, adjustments due to the geopolitical context or pressure on results. Sometimes, saying it’s “because of AI” fits better into the corporate narrative and headlines.

AI will be transformative, without a doubt. But probably the real challenge today is not only to adopt it, but to prepare the organizational, cultural and technological bases so that it really generates value.

Source: Global Talent Trends 2026 (Mercer)