Almost half of companies skip redesigning their operations, leaving their AI tools without an operational framework.
Almost half of organizations in Singapore have yet to redesign their job roles and responsibilities to reflect the gap between investment and implementation of artificial intelligence (AI) technology.
In a new report, Accenture said 46% of companies have yet to engage in work redesign, which “creates a tangible and costly situation. AI tools exist, but organizations have not updated their operating models, decision-making rights, incentives, risk management, performance measures, and career paths to support new ways of working.”
“While the technology has been deployed, the operations remain the same and the people are not supporting them. As a result, the value that AI was supposed to create is not being realized,” the company said.
In his budget speech in February last year, Prime Minister Lawrence Wong highlighted Singapore’s focus on building AI-powered industrial clusters, connecting businesses across sectors to develop technologies that can compete globally.
Experts say this direction signals a shift in economic strategy, with governments betting on AI and industry collaboration to boost growth.
However, according to data from the Department of Labor, 71.5% of companies have yet to implement AI. Of those that did, 70.7% reported improved productivity, with a smaller percentage citing improvements in decision-making and innovation.
Accenture also noted that in 2025, organizations that put people at the center of their AI transformation will have 1.8 percentage points higher revenue and 1.4 percentage points higher profits than their peers.
The report points to the critical role of CEOs in their organizations’ AI adoption.
“Corporate CEOs therefore become the executive layer of the national mission. This is not a burden, but an invitation to lead,” Accenture said.
The report outlined three elements of the new leadership contract. It’s a commitment to using AI for growth, not just cost savings. Make work redesign a CEO-level responsibility rather than a byproduct of technology adoption. Reinvest the productivity gains brought by AI in people and capabilities.
“Together, these will transform AI programs and make national growth imperatives a reality at the enterprise level,” Accenture said.
Mark Tam, Accenture’s country managing director for Singapore, said: “Business leaders need to make talent strategy as urgent as technology implementation, if not more urgent.”
“Singaporean companies have pretty much mastered the technology part. The harder question is whether CEOs are willing to approach work redesign with the same urgency, because that’s where the real growth lies,” he added.
