{"id":41545,"date":"2026-06-15T10:31:11","date_gmt":"2026-06-15T13:31:11","guid":{"rendered":"https:\/\/elogroup.com\/?post_type=insights&p=41545"},"modified":"2026-06-16T11:30:49","modified_gmt":"2026-06-16T14:30:49","slug":"ai-literacy-at-gbs-why-ai-literacy-isnt-just-about-training","status":"publish","type":"insights","link":"https:\/\/elogroup.com\/en\/insights\/ai-literacy-at-gbs-why-ai-literacy-isnt-just-about-training\/","title":{"rendered":"AI Literacy at GBS: why AI Literacy isn\u2019t just about training"},"content":{"rendered":"\t\t
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By Andr\u00e9 Franco<\/span><\/span><\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Why AI literacy programs fail when treated as a course, and what sets organizations that capture value apart from those stuck in PoCs
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  • The bottleneck for AI in large organizations is not technological, but organizational. According to Gartner, 61%<\/strong> of AI leaders feel pressure to accelerate, but only 17% of companies have the maturity to sustain the momentum. <\/em><\/li>
  • AI literacy is not a training course. It is the corporate infrastructure that underpins the entire AI strategy and shapes what we call the \u201cSupercollaborator<\/strong>.\u201d <\/span><\/em><\/li>
  • Programs that focus solely on everyday AI (day-to-day assistants) or solely on transformational AI (large-scale projects) remain stuck within a single perspective and fail to unlock systemic value. <\/em><\/li>
  • AI-first does not mean people-last. The organizations that are extracting real value from AI are precisely those that have placed people at the center of their strategy. <\/em><\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    The pressure is widespread, maturity is rare, and the Global Business Services (GBS) experiences this paradox to the extreme. It has all the ingredients to capture value with Artificial Intelligence, thanks to its high volume of transactions, critical processes, and end-to-end data. Yet it remains stuck in proof-of-concept phases that fail to scale. The problem rarely lies in the technology chosen. It lies in failing to understand what is holding back your organization\u2019s AI adoption journey and focusing on the right capabilities given your level of maturity.<\/p>

    The bottleneck in AI is not technological; it is organizational<\/strong><\/p>

    Investment in AI is growing every quarter, but organizations\u2019 ability to turn that investment into results is not keeping pace. The 2026 Gartner AI Maturity Survey shows that 61%<\/strong> of AI leaders feel pressured by their executive committees to move forward with AI initiatives before they are ready. Among IT leaders, 57%<\/strong> report that this pressure comes from business leaders. And only 17%<\/strong> of the organizations surveyed by Gartner score highly on the dimensions necessary to sustain a long-term journey: strategy, data, governance, literacy, engineering, organization, portfolio, and value.<\/p>

    At the GBS, this tension is clearly evident. The department deals with high volumes, repetitive tasks, and structured data\u2014exactly what generative AI promises to amplify. But the pitfall is twofold: either projects never move beyond the proof-of-concept stage, or the return on investment (ROI) is slow to materialize, stifled by operations that haven\u2019t been reimagined in light of the new technology.<\/p>

    Ascenty, a data center operator with a presence in Brazil, Chile, and Mexico, experienced this paradox. When it structured its AI program, the first strategic decision was not to treat AI as an IT project. The company understood that AI is an important tool when used as a transformation of the operational model that would need to cut across all departments of the company.<\/p>

    The mistake of treating literacy as training<\/strong><\/p>

    The most common reaction to the push for AI is to set up a training program. Invite a specialized company, open up classes, certify employees in the use of Copilot, Claude, or ChatGPT, and declare victory. The problem is simple: a course doesn\u2019t change behavior, and literacy only creates value if it changes behavior.<\/strong><\/p>

    The concept needs to be redefined. AI literacy programs are, first and foremost, corporate infrastructure. They bring together the set of conditions that enable employees to operate within a new work paradigm, in which they shift from executing tasks to orchestrating them.<\/p>

    This infrastructure has three layers that must work together:<\/p>