Artificial intelligence (AI) has left the stage of its first steps far behind. It is already changing industries, the development of economies and everyday working life.

New McKinsey studies show that almost all companies are now using AI in some form, but most are just beginning to expand their use of AI responsibly and effectively. At the same time, there is no question that technological change continues to progress at a remarkably rapid pace. This change must be steered thoughtfully through ongoing business transformation, leadership and the ability to learn and relearn.

I am convinced that the future will not be about a race between humans and AI, even if this is still often claimed. The future will be shaped by how effectively the integration of AI into work and society is shaped by human knowledge, judgment and know-how. The real opportunity lies in combining humans and AI in creative and analytical areas and applying the right skills in the appropriate context.

When used trustworthy and ethically, AI can enhance human potential. At the same time, however, it inevitably changes certain roles and tasks. The intelligent age is not about technological dominance, but rather about targeted progress through collaboration between humans and AI.

Power couples of humans and AI

Imagine working with a new colleague who, instead of teaching in a classroom, has been trained with algorithms that process huge data sets. In simple words, this AI teammate brings speed, scale, and precision, while you bring judgment, context, and creativity. Together you will achieve results that neither of you could achieve alone.

This is already happening in all industries. The key difference lies in how well humans and intelligent systems complement each other – primarily when AI’s ability to produce data-driven results is combined with the adaptability and vision of humans. New competitive advantages arise from these power pairs of humans and AI, because they enable problems to be solved more quickly, opportunities to be identified earlier and innovations to be implemented more effectively.

But this potential can only be realized if people trust the AI ​​tools used. What is important here is trust that is not only based on transparency, but also on everyday experience with systems that help achieve success.

Redesign the world of work

In order to put the power pairs of humans and AI on the road to success, companies must redesign their work structures. Trust and collaboration are not enough if the underlying structures remain inflexible. Traditional roles and hierarchies cannot keep pace with advancing technological change. The structures of everyday work are becoming more and more fluid and characterized by skills, collaboration and a combination of intelligence. This requires adaptable companies that focus on continuous learning and enable their teams to immediately address emerging challenges.

Consequently, this change also creates new expectations for managers. As AI advances, human leadership becomes more important, not less important. Leaders must create the conditions for human and artificial intelligence to reinforce each other, and they must actively promote the effective use of AI to achieve results. To do this, a new model must be introduced in which managers flexibly manage integrated systems consisting of humans and AI agents. They are responsible not only for the performance of their employee teams, but also for the limitations of the AI ​​models used. This means creating a working environment in which trying things out is expressly encouraged and employees feel supported in the further development of their roles.

Like from SAP’s own “Future of Work” study As can be seen, employees are increasingly open to coaching and support with AI support. As AI takes over parts of the coaching role, leaders must focus on the elements that only humans can provide: context, empathy and the ability to inspire others. AI can track progress, but it cannot build trust or shape culture.

The human capabilities that shape the intelligent age

As people and intelligent systems work more closely together, people’s capabilities must also develop. Studies of the OECD and des World Economic Forum show that skills have a shorter half-life than ever before. Conventional job profiles are no longer suitable. The key difference is how quickly people can learn and keep up with technological advances.

A competency-oriented company takes a holistic view of employees’ abilities across their entire life cycle – from new hires and training to talent development and succession management. Crucial to success is the ability to quickly adapt to external changes and upheavals. A company can adjust required skills in almost real time. This is the prerequisite for remaining competitive and reacting quickly to customer and market requirements.

AI is the catalyst for this adaptability: it identifies skills gaps in real time, personalizes training programs and ensures that talent is flexibly deployed where it is needed most. This transforms skills management from a static process to a dynamic system through which the workforce evolves with technology rather than being overtaken by it.

Culture as a true algorithm

At the same time, culture is becoming an equally crucial factor. Technology may drive change, but its impact is determined by culture. Responsible AI adoption rests on a solid cultural foundation. A culture of trust allows employees to take responsibility and try out new concepts without fear of failure. The goal is a workforce that thinks in a growth-oriented manner. With a mentality characterized by an inner drive to grow, change can be transformed from uncertainty into progress. It’s about the ability to learn and relearn, letting go of outdated concepts and adopting new ones.

In fast-moving industries like technology, the pace of change is beyond an individual’s control. What can be designed is how we respond to it. If flexibility in the company is constantly characterized by curiosity and adaptability, change can be approached optimistically.

An inclusive, future-oriented society

When such a solid corporate culture leads with responsible AI adoption, its influence extends beyond the workplace and shapes how technology transforms society, the economy, the labor market and the education system. Whether this change leads to greater opportunity or greater inequality depends on the choices we make now.

AI is already increasing access to further training, enabling coaching for everyone, creating more opportunities and ensuring that employees can concentrate on meaningful work that only humans can do. The challenge now is to extend these benefits so that the smart age brings about shared ownership of progress, not greater inequality, through a responsible, people-centered approach.

What matters now

In the intelligent age, technological progress waits for no one – nor should it. However, it is up to managers to redesign the world of work and companies so that human and artificial intelligence complement each other optimally.

To achieve this, structures, competencies and leadership models must be radically rethought in order to meet the pace of innovation. There are three important points to consider.

• Confidence-building development: Transparent governance and explicit human accountability must be ensured at every phase of AI development. This is the only way to create trust in the collaboration between humans and AI.
• Expansion of human capabilities: Continuous learning, further training and mobility must become the standard. This is supported by AI insights that connect talent with opportunities in real time.
• Leadership with humanity: Empathy, purpose and ethical judgment must be anchored in every decision.

Technology can enhance performance and even inspire unconventional approaches, but only if it is guided by clear intentions and values. In the future, companies whose work environments keep pace with the pace of technology will be successful – while maintaining humanity as a core value.

AI will increase our potential, and while technological progress is largely unstoppable, our values ​​and leadership will determine how we respond and manage its impact. AI is simply incomplete without humanity.

Gina Vargiu-Breuer is Chief People Officer, Labor Director and member of the Executive Board of SAP SE.

This article originally appeared on the World Economic Forum website.