Finally, there’s the responsible AI group, and since the first stage of the digital program, mechanisms have been established to ensure responsible and safe AI models. “In the second digital wave, we’ve collaborated with other organizations by forming working groups to promote joint reports that ensure responsible AI,” Arroyo adds. “In addition, we set guiding principles in line with the European AI Act, and defined the governance model so AI is used legally, responsibly, and in an agile manner.”
Adding layers for better performance
After a year of work, in addition to the lines already launched, the company created additional ones including systemized gen AI plans for each business unit; the Business and Productivity Impact Office to identify, measure, and monitor the impact generated by gen AI; structured training to facilitate the successful adoption of gen AI; and human-centered AI to define the interaction between users and applications.
The Generative AI Competence Center has also had a major impact on professionals and the corporate culture. Within the framework of new ways of working, the Copilot M365 pilot project has been carried out to help evaluate the impact of the gen AI tool, alongside active change management. The experiment lasted four months and resulted in an average time saving of 121 minutes per week, per person on routine tasks, which represents over 96 hours per year per employee.
