AI Culture: Modern Organizational Culture in the Age of Artificial Intelligence

In an era where technology is rapidly changing, organizations must continuously adapt to the emerging challenges and opportunities. One of the significant changes is Artificial Intelligence (AI), which plays a vital role in driving various industries, whether manufacturing, services, finance, healthcare, as well as public and private sectors. However, leveraging AI to its fullest potential is not solely about technology. It also requires an organizational culture that is ready to support and advance alongside AI operations. Today, OPEN-TEC (Tech Knowledge Sharing Platform), powered by TCC TECHNOLOGY GROUP, will take you to explore the "AI culture", which becomes the foundation of modern organizations.

Thursday 24 July 2025 16:19
AI Culture: Modern Organizational Culture in the Age of Artificial Intelligence

What is AI Culture?

AI Culture, or an organization culture that aligns with AI, refers to the integration of AI into an organization's concepts, work processes, and values in a balanced and ethical manner. The goal is to enable humans and AI to work together seamlessly, which enhance efficiency, fostering innovation, and expanding the organization's capabilities. According to the Human Technology Institute (HTI - UTS), organizations with an AI culture understand both the strengths and limitations of AI. They create an environment that promotes diverse learning methods, including training, experimentation, and continuous adaptation.1 These elements are crucial for driving organizations forward in the digital age.

The Role of Leadership in Driving AI Culture

Creating a sustainable AI culture begins with "leaders" who have a clear vision and understanding of AI's role. They must be capable of integrating technology with organizational strategy and ethical principles. A report by the World Economic Forum reveals that 74% of employees prefer learning through their leaders, highlighting the critical role leadership plays in building internal capabilities, especially as technological skills evolve rapidly.2 Therefore, investing in learning and development becomes a key tool for upskilling, motivating, and ensuring long-term organizational growth.

Promoting AI Literacy at All Levels

AI Literacy is no longer confined to IT departments. All units, including marketing, finance, HR, and executive leadership, must engage with AI knowledge and application relevant to their roles. A Microsoft report shows that employees who receive proper AI training are 1.9 times more likely to see its value, especially in decision-making and improving work performance.3 Therefore, organizations should start by providing foundational knowledge of how AI works, while embedding ethical considerations, transparency, and responsibility to enable employees to use technology confidently. When learning becomes a part of the organizational culture, change is no longer feared but embraced as a chance to elevate both individual and organizational capability.

AI Culture and Competitive Advantage

Having a sustainable AI culture is more than just a response to technological trends, it is a long-term strategy to build competitive advantage. Organizations that effectively use data and AI can adapt to market changes faster, make more accurate decisions, and innovate continuously. According to Deloitte, organizations that use data effectively are 48% more likely to achieve business goals within a year, while those lacking such an AI culture often struggle to adapt.4 AI Culture, deeply embedded within an organization's structure and mindset, becomes a unique strength which is difficult to replicate because it is not about carelessly technology use, but a consistent set of behaviors and values at every level.

Lastly, in an era where data has become invaluable assets, transforming data into accurate decision making is the heart of success. Having an "AI culture" is the crucial mechanism that makes things happen sustainably, empowering organizations to move forward with AI as a shared purpose.

Reference

1. Carney, G., & Davis, N. (2024). People, skills and culture for effective AI governance (AI Governance Snapshot #4). Human Technology Institute, University of Technology Sydney (UTS).

2. World Economic Forum. (2025). AI and beyond: How every career can navigate the new tech landscape. https://www.weforum.org/stories/2025/01/ai-and-beyond-how-every-career-can-navigate-the-new-tech-landscape/

3. Benzing, M. (2025). Research drop: Investing in training opportunities to close the AI skills gap. Microsoft.https://techcommunity.microsoft.com/blog/microsoftvivablog/research-drop-investing-in-training-opportunities-to-close-the-ai-skills-gap/4389566

4. Davenport, T. H., Smith, T., Guszcza, J., & Stiller, B. (2019). Analytics and AI?driven enterprises thrive in the Age of With. Deloitte Insights. https://www.deloitte.com/us/en/insights/topics/analytics/insight-driven-organization.html