Organizations are using AI to automate more work, but many are yet to recognize the true value of human employees.
Despite this, it is becoming clearer that technology cannot manage relationship-building on its own, as the remaining managers and frontline teams continue to provide judgment, accountability, and empathy that make experiences feel personal.
To avoid damaging customer relationships, CX leaders should use AI to create more capacity for those high-value interactions, rather than viewing automation only as a route to efficiency.
In conversation with CX Today, Will Guillaume Foussier, CEO and Co-Founder of AceUp, argues that successful AI transformation relies on people.
“AI does not lead change, people lead change.”
The Human in the Loop
Whilst AI can successfully take routine tasks off employees’ plates, many of the challenges that shape employee experience are caused by internal communication and collaboration.
On the customer-journey side, feedback, conflict resolution, prioritization, and difficult decisions all require managers to understand the context of a situation and how their actions might affect the people involved.
“At the end of the day, in every organization, it comes down to the ability to give and receive feedback, Foussier explained.
These conversations influence how employees understand their performance and whether they feel supported in their development. Though AI can help managers identify coaching opportunities or prepare for discussions, building trust for honest feedback still depends on human relationships.
This becomes particularly important when decisions affect an employee’s working environment or future within an organization, as managers must consider individual circumstances and take responsibility for an AI’s outcomes.
He continued:
“When these decisions and this critical thinking impact the environment of people, or even the career development and transition of employees, we need to have a human in the loop.”
The challenge is becoming more complex as teams become increasingly hybrid, geographically distributed, and supported by AI agents. Managers must coordinate work across different locations and workflows while ensuring employees remain connected, engaged, and clear about their responsibilities.
If automation reduces opportunities for meaningful interaction, it risks making the employee experience feel more disconnected.
To ensure responsible adoption, this means developing human capabilities to navigate ever-growing change, a significant source of competitive advantage.
“In the AI era, a lot of what is going to make the competitive edge of organizations that will succeed is their ability to identify, develop, and grow human capabilities,” he explained.
How to Design Human-Centred AI Journeys
As AI agents take on more transactional tasks, organizations will have the opportunity to make journeys faster and more convenient.
However, the quality of these experiences will depend on how businesses decide where automation is appropriate, requiring them to look beyond how many interactions AI can handle and consider what customers need at different stages.
For example, straightforward inquiries that need only moments may benefit from automated resolution, while complaints and complex decisions may be left for relationship-building.
