AI implementation turned out to enable more human interaction, strategic planning, and creative work

This makes me so happy I could jump! It perfectly reflects what I’ve experienced myself — both in my own work and with the clients I support in implementing AI. Now this study proves exactly what I’ve been wanting to show: the true value of AI implementation isn’t the time saved, but what that time enables. More space for human interaction, strategic planning, and creative work.

The study also confirmed another thing I’ve long suspected. Experienced employees were significantly more effective in their use of generative AI. They achieved greater productivity gains and higher quality improvements than their younger colleagues.

The big question: How much time can we save?

A new study of pharmaceutical giant Novo Nordisk’s AI rollout to 20,000 employees revealed a deeper and more human truth. The real gain, and the main driver of employee satisfaction, wasn’t the hours saved. It was the improved quality of work.

Published in MIT Sloan Management Review, the study followed one of the largest corporate deployments of Microsoft Copilot to date. Novo Nordisk’s original goal was clear: free up time under the campaign “Make Your Time Count.” And yes, the goal was reached — on average, each employee saved 2.17 hours per week.

But the most striking insight was something else. Satisfaction with the tool was three times more strongly linked to perceived quality improvements than to time saved. Employees felt that AI helped them create better summaries, produce more polished content, and develop stronger ideas.

And what did they do with the time they saved? They reinvested it into human interaction, strategic planning, and creative work. As one employee put it: “I can spend more time and energy strategizing and planning the rollout of my project.”

The unexpected heroes: Experience over age

One of the biggest myths about new technology is that younger, “digital native” employees adapt the fastest. Novo Nordisk’s data completely debunks that myth. The study showed that more senior and experienced employees were significantly more effective in their use of generative AI. They achieved greater productivity gains and higher quality improvements than their younger colleagues.

The explanation wasn’t technical knowledge but contextual fluency. Experienced employees had a deeper understanding of their workflows, which made it easier to quickly spot where AI could create the most value. They were also better at evaluating and refining AI-generated content to fit complex tasks.

Novo Nordisk acted quickly on this insight, establishing a network of “AI Champions” — made up largely of experienced staff. Their mission: to lead demos, share practical examples, and mentor their colleagues.

Challenges along the way: From “AI shame” to dips in engagement

The journey was not without friction. The study identified several human barriers that many organizations will recognize:

• A dip in engagement: After an initial wave of enthusiasm, usage dropped. Many tested the tool, didn’t find immediate value for their specific tasks, and stopped using it. It required persistence and targeted support to get users past this hurdle.

• “AI shame” and cultural resistance: Some employees viewed using AI as cheating or ethically questionable. Others were afraid of making mistakes or worried their AI-generated work would be judged negatively.

• Different needs in different roles: A one-size-fits-all approach didn’t work. Creative and commercial roles quickly found value, while researchers and engineers — used to exact systems — struggled with the probabilistic and sometimes unreliable nature of generative AI.

Novo Nordisk addressed these challenges by building trust and offering tailored support — including clear ethical guidelines, internal forums where questions could be asked without judgment, and role-specific playbooks.

Lessons for smart growth

Novo Nordisk’s journey shows that successful AI implementation is more about people than code. The key lessons for anyone looking to grow smart with new technology are:

• Aim for quality, not just speed. The biggest benefit of AI is enhancing human capability and improving quality of outcomes. Time savings are a bonus.

• Trust your experienced employees. Their deep understanding of the business is an invaluable asset. Make them your change agents.

• Prepare for the human challenges. Technology shifts are change processes. Invest in building trust, creating psychological safety, and offering support tailored to different needs.

In the end, generative AI is not a replacement for human expertise — but a powerful partner. When we stop focusing solely on automating hours away and instead focus on creating value, we can unlock the real potential — both of the technology and the people using it.

Want help creating a sustainable AI implementation in your company? Get in touch with us at GrowingSmart and we’ll help you take the next step.

Link to the (paid) report: https://sloanreview.mit.edu/article/how-to-scale-genai-in-the-workplace/