Is it possible for an AI to be trained just on data generated by another AI? It might sound like a harebrained idea. But itβs one thatβs been around for quite some time β and as new, real data is increasingly hard to come by, itβs been gaining traction. Anthropic used some synthetic data to [β¦]
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Getty Images; Andrius Banelis for BI
In the business world, there are few areas that artificial intelligence hasn't touched. Many industries are rushing to adopt AI, and the technology is changing how employees collaborate and complete tasks.
Generative AI is a major buzzword for business leaders. But actually integrating AI can be a different story.
"A lot of our clients have dozens of AI pilots everywhere," Jack Azagury, the group chief executive for consulting at Accenture, said at one Workforce Innovation roundtable. "Very few have a coherent business case and a true reinvention and transformation."
How do companies move forward as the novelty of AI wears off? Business Insider's Julia Hood asked members of the Workforce Innovation board how they transitioned their AI pilots into real-world use cases. Board members shared five major ways their companies were moving AI from theory to operations.
"Before we go and tell our clients to embark on AI fully, we want to be an AI-first organization," said Anant Adya, an executive vice president, service-offering head, and head of Americas delivery at Infosys. "We want to show our clients we are using AI, whether it is in HR when it comes to driving better employee experience or when it comes to recruitment."
Members also highlighted employee training and peer-to-peer learning opportunities.
The roundtable participants were:
The following has been edited for length and clarity.
Nixon-Saintil: Because we provide these platforms and solutions to clients, we are usually client zero. We implemented AI across our business and multiple functions, and one of the first things we did was our AskHR product, which I think answered over 94% of questions employees had.
HR employees now spend time doing higher-order work and partnerships with business units instead of answering basic questions that a virtual assistant can answer. I think that's when you start seeing a lot of the benefits of it.
Borgonovo: HR has been leading the way in terms of embedding AI to enhance the employee experience end to end, right before you hire somebody all the way to after they leave the organization. There are tons of opportunities to improve performance and productivity and provide greater personalization.
Adya: There are certain AI certifications and courses that everybody has to take to be knowledgeable about AI. So we are driving education in terms of what is the impact of AI, what is gen AI, what are LLMs, and how you look at use cases. And certainly educating everybody that it's not about job losses but about amplifying your potential to do more.
Powell: We have hands-on skill building. This past year we posted over 20 AI workshops helping teams integrate AI into their work. We really encourage our staff to participate. We have a product we're using behind our firewall, so they can engage and play with it. We're just telling them go ahead and try to break it, so they can give us feedback on what's working.
There was a team of people who said we want to see how you could use AI with PowerPoint or Excel. And they're finding, well, it's not so good in those things. But as it continues to grow, they'll be ready for that, and they'll know what it was able to do and what it wasn't. I think it's just making it fun, and that way it's not so scary.
Murray: Our internal large language model is now a widget on everybody's dashboard that is accessible on your landing page. Training is super important here to make people comfortable with it. Even if it's just an online module, you have to get people comfortable.
Nixon-Saintil: We've also done companywide upskilling. We had two Watsonx challenges. Watsonx is our AI data platform. This is one of the ways we've upskilled a majority of the organization. The outcome of that is there are some great ideas that employees actually ideated, and they're now implementing those ideas and solutions in different functions.
Borgonovo: Employees want to use AI, and I think they're eager to learn how to use AI to augment their jobs. For that, we built a three-tiered learning approach. One is democratizing access for everybody and building general knowledge of AI.
The second tier is much more role-specific. How do we drive new ways of working by having people in different roles embrace AI tools? Software engineering, consulting, sales β you name it. And then something we definitely want to build for the future is thinking proactively about how you re-skill people whose roles may be impacted by AI so they can become more comfortable doing high-level tasks or can shift to a different type of role that is emerging within the organization.
The other piece is where we're seeing the greatest demand internally, which is for knowledge management. It's gathering information from a lot of different sources in a very easy way.
Another job family that is very eager to get their hands on new AI technology is software engineering. We have taken a very measured approach in deploying coding assistants within the software-engineering community. This year we did a pilot with a subset of them using coding assistants. The idea is to just learn and, based on our learning, scale more broadly across our software-engineering community in 2025.
One of the really interesting learnings from this pilot was that the software engineers who were using the coding assistants probably the best were people who had received training. What we're learning is that before you start rolling out all of these technologies or AI-specific platforms for different job families, you have got to be really intentional about incorporating prompt training.
Powell: We have idea pitch competitions and a year-round idea pipeline program where people can put in ideas on how to use AI and share what they've learned. It sparks a lot of peer learning and creativity on our digital-first capabilities to help us with our digital transformation.
Then we collaborate through community. We have a generative-AI community of practice. This is somewhat like how companies have employee resource groups; we have communities of practice as well. They give employees a space to share their techniques and learn from each other and stay ahead of evolving trends. They meet monthly, they have an executive sponsor, and they have all kinds of activities and learning opportunities.
Murray: As we monitored AI use and what sort of questions were being asked, we identified super users across all departments β so the people who were capable of developing the most evolved prompts. I suppose those prompts are now appearing in pull-down menus to help people who maybe aren't as advanced in their use of it, because prompting is a really important part of this. And so the super users are driving everybody else to show them what's possible across the organization.
Borgonovo: One of the use cases that drives not only knowledge management but also efficiencies is around customer support. Customer support is probably one of the areas that has been leading the way.
We have a customer onboarding process that can be very lengthy, very technical, involving hundreds of pages of documentation and reference materials. It was our first use case for a chat-based assistant that we processed in terms of streamlining and creating greater efficiency and a much better customer experience.
Powell: We want our leaders, people leaders particularly, to guide employees to use AI effectively and responsibly. We want to make sure they're emphasizing privacy, policy, and efficiency. So we encourage managers to point the staff toward training that we offer, and we offer quite a bit of training.
Internal guidelines passed down from Google led to concerns that the AI model could be prone to inaccurate outputs on topics like healthcare.
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AI training data has a big price tag, one best-suited for deep-pocketed tech firms. This is why Harvard University plans to release a dataset that includes in the region of 1 million public-domain books, spanning genres, languages, and authors including Dickens, Dante, and Shakespeare, which are no longer copyright-protected due to their age. The new [β¦]
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Photo by Christine Flynn
A smart fitness plan can help you build muscle, burn fat, and improve your health all at once β and kettlebells are an ideal tool for the job, according to a personal trainer.
"I like to describe the kettlebell as sort of the Swiss army knife of functional fitness," personal trainer Pat Flynn, who specializes in kettlebell training, told Business Insider. "It's like the ultimate secret weapon."
Kettlebells can be more dynamic than other types of strength training, making them well-suited for getting the most athletic benefits in the least amount of work.
Flynn shared his favorite "pocket-sized" workouts with kettlebells that are simple, don't take much time, and build full-body muscle while elevating heart rate for cardio benefits and better calorie burn.
Three workouts a week is enough for most people, he said. Combined with a quick warm-up for better mobility and performance, they take around 15 to to 20 minutes; less time than catching up on your favorite TV show.
One of Flynn's go-to ways to work out is doing two exercises one after another, increasing the number of reps of one movement and decreasing the reps on the other to move up the "ladder."
For example:
The ladder uses a strategy called a superset, performing exercises back-to-back with minimal rest, cutting down on workout time. In this case, it involves using different muscle groups with each move, so that you're resting your legs while your upper body is working, and vice versa.
Flynn said he often uses a timed workout called an EMOM, which stands for "every minute on the minute."
To do it, set a running clock. At the beginning of every minute, complete a set of exercise such as:
or
Rest for the remainder of the minute. Repeat for 10 to 15 minutes.
The built-in rest offers some time to recover while still keeping up the pace enough to raise your heart rate, combining the benefits of cardio and strength training.
If that's too intense, try an alternating EMOM, swapping in a less intense movement like a 20-second plank hold for every other round.
Working out on the clock can help you maintain a high intensity, burning calories while also performing strength exercises so you're building muscle to burn even more energy over time, according to Flynn.
"You'd be better off in terms of bang for buck performing what's called metabolic resistance training," he said. "One of the best ways to get leaner is actually try to focus on being stronger and a bit more muscular as well."
Flynn likes combining movements together into a workout complex, which means transitioning from one exercise to the next without putting the weight down.
One example:
A complex is great for increasing your intensity and getting work done in less time. Beginners should master the basic moves first before trying a complex, since you need to be comfortable switching seamlessly between moves (and sometimes doing more advanced moves).
Flynn also likes the Armor Building Complex, a similar workout created by Dan John, a strength and conditioning coach with decades of experience.
With a kettlebell in each hand, perform:
Repeat for a set time (say, five to 10 minutes) as long as you can maintain good form.
The rep pattern helps make sure that the bigger muscle groups like your legs are working as hard as your arms with the same weight, avoiding a common mistake in HIIT-style workouts.
The end result is a workout that offers a little bit of everything for overall fitness in a short amount of time.
"We just want to be really well-rounded, right?" Flynn said. "We want to have a good amount of strength, lean functional muscle, healthy body fat percentage, mobility, and not get injured."
AARP
As the chief human resources officer at AARP, Marjorie Powell devotes much of her professional energy to meeting the needs of the multigenerational workforce. These days, much of that involves navigating AI's impact to ensure every employee at the nonprofit is prepared for the technological changes shaping the workplace.
"Our goal in everything we do for our employees is to provide the resources, support, and capabilities they need to make good decisions within the company's guidelines," she said. "We take the same approach with AI."
Powell's mission extends beyond AARP's workforce. As an advocate for the 50-and-over demographic, she champions the adaptability and contributions of older workers in a tech-driven economy.
"There's an assumption that people over a certain age are not comfortable with technology, but what's overlooked is that many older people β particularly those at the end of the baby boomer generation β were at the forefront of this technological revolution," she said.
The following has been edited for length and clarity.
How did AARP handle the introduction of AI in its workforce?
We decided to use Copilot because we're already a Microsoft company. We got enough licenses to set up a working group with key people we thought would be super users. The idea was to experiment with AI tools and see how they fit into our workflows.
We wanted to learn and figure out what works and what doesn't. Then, we could make a decision about how we were going to roll it out to the company, since one, it's costly; and two, we wanted people to feel comfortable with it.
What were some of the outcomes of the working group, and how did those results shape the way AARP approached training and support?
We issued a policy, a generative AI use case approval process, and a mandatory training for all staff to complete to learn how to use gen AI in the workplace. The training focused on internal and external use and the types of information that can be shared, public versus private, and so on.
We encouraged our staff to 'Go out there and play with it.' We then surveyed them and asked, What are you using it for? What are some great use cases you've developed? How's it helping you enhance your productivity? How are you using this tool to further the AARP mission?
We also considered what existing structure we could use to encourage staff to use AI and explore the technology. We already had a structure in place called Communities of Practice β groups where employees learn and share. It's like an employee resource group (ERG), but focused on learning and development within industry, so we used this model to create an AI Community of Practice.
What are some of the 'great use cases' for AI for your HR team specifically?
We get a lot of calls and emails on simple things about AARP benefits and policies. People ask questions like: I'm having knee surgery next month. How do I sign up for FMLA? or Where do I find my W2? or I bought a Peloton. Is that eligible for the fitness credit? So we started building an HR chatbot to provide that kind of information. It's much easier for employees to ask the chatbot instead of overwhelming a team member with those queries.
We're currently piloting the chatbot with 300-400 frequently asked questions and answers preloaded. It directs employees to the right information without them having to dig and helps us understand what additional information we need to include.
Many employers are using AI tools in hiring, but there are concerns about potential bias. What's your perspective on this?
We use AI for sourcing candidates. All AARP recruiters are certified to conduct Boolean searches to increase the accuracy of identifying talent with specific skill sets in the marketplace.
But when it comes to screening and interviewing, we don't use AI. We find that the technology is still very biased, specifically when it comes to age. Until the technology matures enough to minimize bias, I don't believe it's a good idea to use it without that human component of judgement.
Speaking of age, what are your thoughts on ageism in the workplace today, especially from companies hesitant to hire older workers?
Companies don't want to be the kind of organization that isn't welcoming to talent, regardless of age. Due to the economy and the rising cost of healthcare, many people in the 50-plus community are re-entering the workforce.
Many in that age group have valuable skills and experience and are eager to return. They often say, 'I don't need to be in a leadership role. Been there, done that. I just want to help and be of use.' They also naturally take on mentorship roles, as people seek their guidance. By embracing this segment of the workforce, companies can gain huge value.
What do employers misunderstand about older workers and technology?
Baby boomers were at the forefront of the technology era, and they're more comfortable with technology than many people realize. In fact, they are among the largest consumers of technology products. Tech companies really need to pay attention to this demographic.
I look at myself β I'm about to turn 60 β and I was selling Commodore 64s when I was in high school. I've seen everything from floppy disks to CDs, to cassette tapes, to 8-tracks, to digital streaming and everything else. I've experienced all versions of technology, and I've adapted. I'm still willing to adapt, and I'm still learning.
National Geographic/Taylor Shaffer
In 2022, world-famous climber Tommy Caldwell was feeling great on a climb in Yosemite National Park. When he fell and popped his Achilles tendon, he wasn't too worried.
"At first, I didn't understand the severity of the injury," Caldwell, 46, told Business Insider. "I've always been a fast healer."
This wasn't the first setback of Caldwell's career. In his 20s, in 2001, he accidentally sawed off part of his left index finger when building a platform. Still, he rose to fame breaking multiple free climbing records. He told BI the comeback was one of "the more uplifting experiences" of his life.
But this time was different.
National Geographic/Pablo Durana
It was a longer recovery process, one that took two years to fully heal and involved taking breaks from his usual 12-hours-a-day climbing routine, which impacted his muscle mass.
"I was a little bit worried that I was losing my fitness," Caldwell said.
Within a year, he healed enough to climb again β and break another record. In the National Geographic documentary "The Devil's Climb," Caldwell and "Free Solo" star Alex Honnold were the first climbers to ascend all five peaks of The Devil's Thumb, a hazardous mountain range in Alaska, in one day.
He shared some tips for bouncing back, from doing more cross-training to eating more protein.
National Geographic/Taylor Shaffer
Due to his age, Caldwell believes "strength training is a little bit more important" to build muscle mass.
Climbing naturally strengthens muscles, such as using hang boards during training. Additionally, Caldwell lifts "relatively light weights" to prevent injury and works with a physical therapist to address issues like lower back pain.
He also loves biking: in "The Devil's Thumb," he and Honnold biked from Colorado to Canada to take a boat to Alaska before the big climb. Caldwell said this was an important part of his recovery process leading up to the endeavor, because "I knew that to make my tendons truly healthy, pumping a lot of blood through my body."
He usually does an hour of cardio (like biking) before his daily climb. He said that frequent movement helps him feel his best, especially when he's outdoors for most of the day.
"That's the main lifestyle habit that seems to keep me feeling youthful and energetic and strong," he said. "Just getting up and doing it."
Caldwell used to be a vegetarian but said it "didn't work great" for him in terms of getting enough protein.
"Now I'm in a phase where I'm relatively protein-heavy," he said. He starts mornings off with oatmeal and flax seeds, as well as eggs. Because his kids love meat, he has it for dinner about 3 to 4 times a week. He also eats mostly minimally processed foods, including a lot of vegetables.
He said eating more protein and whole foods has helped with even small climbing issues, like the skin on his fingertips healing faster.
"Nutrition can affect that a lot," he said. "Eating fish oils and leafy greens and just drinking enough water is a pretty big deal."
He said he takes supplements like creatine, which helps build muscle. "I've never been hugely scientific about that stuff, I'm always sort of dabbling," he said. Caldwell also has a partnership with Elo, a personalized nutrition brand. Using blood work and data tracking, he said Elo makes him custom vitamins and protein supplements.
National Geographic/Taylor Shaffer
Caldwell said that the most important thing he could do for this injury was "to just chill out."
Normally, he would deal with climbing injuries by going to a lot of physical therapy. But in this case, it was counterproductive. An Achilles tendon injury required rest, and "I tried to actively heal it, which led to more ruptures," he said.
To climb well again, he had to put it on hold. "Overall, I was surprised my morale didn't suffer more," he said.
A huge part of his emotional recovery was finding joy outside of climbing, such as spending more time with his family. "It was the first time in my life that I realized that I love climbing, but I don't need it for my happiness," he said.
Getty Images/ Ashley Blencoe
A muscle and bone doctor who specializes in healthy aging shared her weekly workout routine, which helps her maintains strength and mobility as she ages.
Dr. Vonda Wright, 57, is a Florida-based, double-board-certified orthopedic surgeon, who helps elite athletes, including Olympians and World Rugby Sevens players, optimize their performance.
In our 30s and 40s, we naturally start to lose muscle mass, which is crucial for continuing to do everyday movements, such as standing up from a chair. The process picks up between the ages of 65 and 80.
It's important to stay active to prevent our bones and muscles from weakening, and those who lead a sedentary life with eventually lose strength and balance and start to topple over or shuffle when they walk, Wright told Business Insider.
Around 12% of US adults older than 50 have osteoporosis, and 43% have low bone mass, a precursor to osteoporosis, according to the National Center for Health Statistics. But exercising greatly decreases the risk, Wright said
"Musculoskeletal aging and healthy aging is a lifelong pursuit," she said. "Just show up every day for yourself."
The "critical decade" for people to start developing habits that will allow them to live healthy, active lives into old age is between the ages of 35 and 45, said Wright, the author of "Fitness After 40,"
"70 to 80% of how we age is due to the lifestyle choices," Wright said.
With that in mind, she exercises five to six days a week, including cardio and strength training.
Wright recommends that everyone learns to lift weights to build and maintain muscle mass.
She is a fan of powerlifting, which consists of deadlifts, bench presses, and squats. She does four sets of four reps of each and ensures she challenges herself with heavy weights.
"I can do four with good form. I'm exhausted. I may be able to do five, but I cannot do six. If I can do that, it's too light, and I need to go up," she said.
Alongside these, she does some accessory lifts, which are targeted at individual or smaller muscle groups, typically focusing on her biceps, triceps, lats, and deltoids. She does four sets of eight reps.
TravelCouples/Getty Images
When it comes to aerobic exercise, Wright follows the 80/20 rule, meaning she does low-intensity training, also known as zone 2 training, 80% of the time and high-intensity training the remaining 20%.
Research suggests this approach builds endurance and improves cardiovascular health.
"For everyone, the very beginner runner to the most elite athlete, longer runs where you're maintaining a low heart rate are really beneficial for building aerobic endurance," Dr. Morgan Busko, a sports medicine physician at NewYork-Presbyterian/Columbia University Irving Medical Center, previously told BI. "By running slower for longer periods, you're setting yourself up to be able to run faster."
Wright typically runs on a treadmill for 45 minutes at about 60% of her maximum heart rate, and twice a week, she ends with some speed training. She sprints as fast as she can for 30 seconds four times.
"When you sprint like that and you really push yourself, no matter what age you are, you kind of feel like a badass," she said.
To maintain bone density, everyone needs a jumping practice, Wright said, particularly if you sit at a desk all day. This can be jumping off a box, jumping rope, or even running up the stairs hard, she said.
She does box jumps between lifts twice a week and gets up from her desk and jumps up and down 20 times during the day. "My patients are used to seeing me jump around," she said.
In a 2009 study published in the journal Sports Health: A Multidisciplinary Approach, Wright and her colleagues measured the bone density of 560 senior athletes with an average age of 65.9. They found that those who did high-impact sports, such as volleyball, basketball, and running, had the highest bone density.
When a person has low bone density their risk of breaks and fractures, as well as osteoporosis, increases.
Ask anyone in the open source AI community, and they will tell you the gap between them and the big private companies is more than just computing power. Ai2 is working to fix that, first with fully open source databases and models and now with an open and easily adapted post-training regimen to turn βrawβ [β¦]
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