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:

• Anant Adya, an executive vice president, service-offering head, and head of Americas Delivery at Infosys.
• Lucrecia Borgonovo, a chief talent and organizational-effectiveness officer at Mastercard.
• Neil Murray, the CEO of Work Dynamics at JLL.
• Justina Nixon-Saintil, a vice president and chief impact officer at IBM.
• Marjorie Powell, a chief HR officer and senior vice president at AARP.

The following has been edited for length and clarity.

Identify early adopters, like human resources

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.

Invest in ongoing training

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 — 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.

Unlock peer-to-peer learning

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 — 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.

Find customer pain points to solve

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.

Reinforce responsible leadership

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.

• China's special forces have serious problems that would limit their effectiveness in a Taiwan war.
• Chinese manuals suggest these forces would perform the most dangerous missions before landings.
• China lacks units with the highest levels of training but their bigger challenge would be coordination.

If China invades Taiwan, China's special forces would be key to its success, the first forces ashore to clear obstacles for inbound troops and then to scout for command centers and air defenses for airstrikes.

China has expanded the ranks of its special operators, but they lack the combat experience and esprit de corps that defines the world's most elite operators — raising questions about their utility in a major operation. Indeed, some commando units have been brought to strength by conscripts.

Special operations forces, or SOF, "likely would play important supporting roles in an amphibious assault on Taiwan," according to analysts John Chen and Joel Wuthnow in a new book published by the China Maritime Studies Institute at the US Naval War College.

Special forces have long been integral to amphibious warfare. In World War II, US Navy Underwater Demolition Teams scouted beaches and removed obstacles prior to an invasion. In the 1982 Falklands War, the main landing wasn't authorized until British special forces could assess Argentine defenses, even if this required the Royal Navy to sail into the teeth of Argentine air attacks to get within helicopter range of the islands.

China's SOF comprises 20,000 to 30,000 personnel, according to a 2023 U.S. Department of Defense report; US Special Operations Command, by contrast, has 70,000 active and reserve personnel. China's SOF includes 15 army brigades, as well as special operations units in the People Liberation Army Marine Corps, Airborne Corps, and Rocket Force. Even the People's Armed Police (PAP) — a paramilitary organization tasked with internal security — has counterterrorist special operations units that could be used to spearhead an invasion or suppress Taiwanese guerrillas afterwards.

Chinese military manuals suggest that these elite forces would perform the most dangerous missions that start before the main landings. These include "monitoring weather and hydrological conditions; scouting enemy positions and movements, as well as enemy obstructions in the main landing approaches; tracking high-value enemy targets; identifying and illuminating targets for conventional precision-guided missile strikes; and conducting battle-damage assessments," Chen and Wuthnow wrote.

Chinese special forces seem fairly well-trained and have better equipment than regular formations. They have "priority access to modern equipment, such as individual-soldier communications systems and night-vision equipment," wrote Chen and Wuthnow. "They also are likely to have access to special-mission equipment that would be vital in an amphibious assault on Taiwan," such as underwater transport vehicles.

While Western special forces would be horrified at the thought of being assigned conscripts, China does select the better draftees. "Their SOF units do use some conscripts to fill the enlisted ranks as with other parts of the PLA," Wuthnow told Business Insider. "That said, they use rigorous screening and selection procedures to weed out less capable troops. For the PLANMC SOF Brigade, their attrition rate is advertised at 50% or higher in the first three months due to the rigorous training. So it would be considered an honor in their system to be selected and make it through the initial onboarding."

But China's special forces have serious problems that would limit their effectiveness in an assault on Taiwan. Chinese SOF have many differences from their Western counterparts: some brigades converted from conventional formations into commando units as China expanded its special operations capabilities, which lack the elite teams that train for the most complex and difficult missions.

"PLA SOF brigades are similar to our Green Berets, who do conduct unconventional operations, such as direct raids or deep reconnaissance behind enemy lines," Wuthnow said. "What the PLA lacks is what we call Tier One SOF Forces such as Delta Force or Seal Team 6, which conduct exceptionally difficult operations abroad, often in very small or clandestine teams."

"I think they look on our ability to conduct those types of operations with a certain envy, especially because their troops have no similar experience," Wuthnow added.

Special forces units are also supposed to attract soldiers who can take initiative. But Chinese special forces suffer from the same rigid command and control, as well as political monitoring, that hampers China's regular military units, and Russian forces in Ukraine.

"Generally, there is a tension between the Leninist emphasis on centralization and the need to grant autonomy to lower-level PLA commanders," according to Chen and Wuthnow. "This could be especially problematic in special operations; centralized command could lead to poor performance if small units fail to act because of a lack of explicit authorization, or if they are forced to maintain radio communications and thus reveal their positions to the enemy."

Perhaps the biggest problem with Chinese special forces is lack of integration. A proper amphibious invasion is like a Hollywood musical: an intricate, coordinated mix of ground, naval and aerial forces, as well as missiles, drones and information operations. The US military emphasizes joint operations, and China has taken a step toward that by creating five multiservice theater commands.

But for lightly armed commandos infiltrating Taiwan before the main assault on the beaches, tactical integration is key. "The lack of permanent joint structures below the theater level could diminish the effectiveness of joint operations involving special forces, potentially leading to catastrophic results similar to the failed U.S. hostage-rescue attempt in Iran during Operation Eagle Claw," wrote Chen and Wuthnow.

Still, despite their limitations, Chinese special forces could disrupt Taiwanese defenses enough to enable an amphibious assault to succeed. "Even partly effective special operations could hamper Taiwan's defenses and thus should be addressed explicitly in defensive concepts," Chen and Wuthnow warned. The authors recommend that Taiwan "identify PLA weaknesses, such as a lack of technical proficiency, limited jointness, and potential overreliance on radio communications for command and control, and tailor responses accordingly."

"PLA SOF would be integral to any amphibious invasion of Taiwan," said Wuthnow. "They could also be employed in smaller-scale island seizure campaigns such as we might see in the South China Sea. That being said, it's also the case that these troops have essentially no real-world experience and as an untested force would face difficulties in these high-risk missions."

Michael Peck is a defense writer whose work has appeared in Forbes, Defense News, Foreign Policy magazine, and other publications. He holds an MA in political science from Rutgers Univ. Follow him on Twitter and LinkedIn.