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When companies send their employees for AI training, employees must learn how to diagnose problems, test assumptions, verify sources and transfer what they learn to new situations. For most businesses, however, the fastest way to integrate AI is to deploy it wherever their work processes allow.<\/span><\/p>\n A more durable approach for a business to embrace AI is to run a two-track adoption plan. In the first track – the performance track – businesses could deploy AI where speed and consistency matter, with proper governance and monitoring.<\/span><\/p>\n In the second track – the learning track – businesses should<\/span>\u00a0<\/span><\/em>deliberately create settings where teams of employees cannot outsource thinking. In these settings, employees would have to experiment with different solutions, critique AI outputs, run post-mortems on failures and develop internal playbooks.<\/span><\/p>\n Businesses which run only Track A adoption will undoubtedly get quick wins but they will hit a ceiling when the environment changes. Businesses which also adopt Track B will build organisations that will keep adapting, growing and winning.<\/span><\/p>\n This is why business leaders must be cautious about AI layoffs. If firms use AI only to reduce headcount, they may enjoy short-term savings but create a capability debt. They will have fewer people who deeply understand the workflow, exceptions, customers and risks.<\/span><\/p>\n Instead of focusing on “How many tasks can AI replace?”, firms would do well to ask: “Which human capabilities must we now build because AI has changed the task?”\u00a0<\/span><\/p>\n