Allow me to introduce Marco Gaietti, a veteran in the field of business management with decades of experience in management consulting. Marco’s expertise covers strategic management, operations, and customer relations, making him a trusted voice on how organizations can navigate the complexities of rapid change and technological advancement. In this interview, we dive into the challenges organizations face in building agility for an AI-driven future, exploring how companies perceive change, the critical role of HR in fostering adaptability, the impact of AI on workforce skills, and the importance of measuring progress. Join us as Marco shares his insights on steering businesses through uncharted waters with confidence and foresight.
How does your organization perceive change right now, and do you see it more as a threat, a tiring challenge, or an opportunity to grow?
In my experience, organizations often have a mixed view of change, and it largely depends on their past encounters with disruption. In our case, we’ve worked hard to frame change as an opportunity. It’s not always easy, especially when you’re dealing with economic uncertainty or tech advancements like AI that can feel daunting. But we’ve seen that approaching change with a proactive mindset—looking for ways to innovate rather than just react—has helped us stay ahead. It’s about shifting the narrative from ‘this is overwhelming’ to ‘this is our chance to redefine ourselves.’
Can you share a specific moment when your organization had to respond to a major shift, like a new technology or market change, and what that taught you?
Absolutely. A few years back, we faced a significant pivot when a key competitor adopted a new tech platform that streamlined their operations. We had to quickly adapt by implementing similar tools while ensuring our team was on board. The lesson was clear: speed matters, but so does communication. We learned that involving employees early—explaining why the change was necessary and how it would benefit them—made the transition smoother. It wasn’t perfect, but it taught us the value of transparency and quick decision-making.
Why do you think agility has become such a make-or-break factor for organizations in today’s fast-moving environment?
Agility is everything now because the pace of change is relentless. Whether it’s AI reshaping industries or unexpected economic shifts, companies that can’t pivot fast get left behind. I’ve seen firsthand how rigid structures or outdated mindsets can stall progress. Agility isn’t just about reacting; it’s about anticipating and preparing for what’s next. It’s the difference between thriving and merely surviving when the ground shifts under you.
What role should HR play in helping an organization become more adaptable to constant change?
HR is at the heart of building agility because it’s all about people. They need to be the bridge between leadership’s vision and the workforce’s reality. This means creating programs that foster a growth mindset, like continuous learning opportunities or flexible career paths. HR should also be champions of cultural change, encouraging employees to embrace uncertainty rather than fear it. Their role isn’t just administrative—it’s strategic, ensuring talent is aligned with where the business needs to go.
How is your organization tackling the challenge of upskilling employees for roles that are being reshaped by AI?
We’ve taken a targeted approach to upskilling, starting with identifying roles most impacted by AI, like data analysis or customer service. We’ve rolled out training programs that focus on both technical skills and adaptability, ensuring employees can work alongside AI tools rather than feel threatened by them. It’s a work in progress, though. The biggest hurdle is keeping up with how fast AI evolves, but we’re committed to making learning a continuous part of our culture, not a one-off event.
What obstacles have you encountered when trying to predict which roles AI might replace or enhance in the coming years?
The biggest obstacle is the sheer uncertainty of AI’s trajectory. We can make educated guesses based on current trends—like automation in repetitive tasks—but the technology moves so quickly that today’s assumptions might be obsolete tomorrow. Another challenge is getting accurate data on how AI is already impacting workflows. We’ve had to rely on a mix of industry reports and internal feedback, which isn’t always consistent. It’s a bit of a guessing game, but we’re learning to build flexibility into our planning.
How do you engage employees in identifying tasks that AI could support or take over, and why is that important?
Engaging employees is critical because they’re the ones doing the day-to-day work—they know where the bottlenecks are or where AI could save time. We’ve set up workshops and feedback sessions where teams brainstorm how tech could help with specific tasks, like automating routine reports. This not only gives us practical insights but also helps reduce resistance to AI by making employees part of the process. When they see themselves as collaborators, not victims of change, the transition is much smoother.
Do you believe upskilling for AI should involve the entire workforce, or should it focus on specific roles?
I’m a firm believer that upskilling needs to touch everyone, though the depth and focus might vary. AI isn’t just impacting tech-heavy roles; it’s changing how we communicate, make decisions, and even manage teams. If you limit training to certain groups, you risk creating a divide where some employees are equipped for the future and others aren’t. Plus, broad upskilling fosters a shared understanding across the organization, which is essential for cohesion during rapid change.
How are you measuring agility within your organization, and what metrics have proven most useful?
Measuring agility is tricky, but we’ve focused on a few key indicators. We look at how quickly we can roll out new initiatives—time from idea to execution is a big one. We also track employee engagement scores to gauge how well our teams are adapting to change. Another useful metric is talent mobility—how easily we can shift people into new roles or projects. These give us a sense of where we’re nimble and where we’re stuck, though I’ll admit, it’s still an evolving process.
Looking ahead, what’s your forecast for how organizations will need to evolve their approach to agility in the face of AI and other disruptions?
I think the future of agility will hinge on integration—blending technology, culture, and strategy more seamlessly than ever before. AI will force companies to rethink not just their operations but their entire mindset around change. Organizations will need to double down on continuous learning, not as a nice-to-have but as a core part of their DNA. Those that treat agility as a one-time project will struggle, while those that embed it into every layer—especially through empowered HR and leadership—will lead the pack. It’s going to be a marathon, not a sprint, and adaptability will be the ultimate competitive edge.
