Artificial intelligence has left the realm of the abstract and entered the everyday workflow. But amid all the buzzwords and billion-dollar forecasts, how do organisations ensure AI is not just another shiny object – but a sustained driver of value?

At Freshworks, Simon Ma has a grounded perspective: the promise of AI isn’t found in flashy dashboards or futuristic predictions, but in everyday efficiency, cultural alignment, and problem-solving at scale.

“Generative AI is a tool,” he told People Matters Global in an exclusive interview. “Impact really depends on the people using it.”

No longer just a novelty, AI is gradually becoming a catalyst for meaningful change in the workplace.

“What GenAI allows us to do now is to be efficient, and because of the ease of usage and the intuitiveness of it, [AI] is fundamentally also reshaping the work experience for the better,” he said.

In the past, AI demanded steep investment and training. Today, thanks to GenAI, even everyday tasks are being streamlined. “A support agent can leverage an AI-powered chatbot and then they only step in for complex issues,” Simon explained. “My team uses AI to draft professional emails, summarise documents, and bring some ideas.”

The impact is measurable. From a survey of 4,000 knowledge workers and business leaders: “Almost every employee said AI is giving them time back in the day to focus on higher-value tasks like strategy, thinking, and creativity,” he said.

This isn’t just hype, however, as “38% say AI has contributed to a salary increase or promotion,” he added.

Read: Innovate, retain, thrive, according to Simon Ma of Freshworks

AI adoption is a journey – and culture is the compass

While the hype around AI is palpable, Simon urges businesses to view it not as a quick fix but as an evolving journey. “We’re seeing some benefits, very quick wins,” he said, “but what impact you can drive for the organisation remains to be seen – because it’s a journey.”

Success, according to Simon, hinges on one core element: culture.

“Fostering a culture that is open, that is adaptable to AI … the philosophy and the culture is very important,” he said.

If AI becomes embedded in workflows, adoption can’t be forced.

Simon believes: “Employees must be willing to engage with the technology and adjust the workflows accordingly.”

Simon stresses the need for AI literacy at the individual level. He urges employees to “understand how AI applies to our roles, how it can help us to enhance productivity and innovation”.

Encouragingly, a variety of free and government-backed courses are emerging to fill the gap.

At the moment, “90% of employees don’t really consider themselves AI experts,” Simon pointed out.

But this, he believes, is all the more reason for firms to develop comprehensive AI training, upskilling and onboarding programmes.

Don’t just chase the hype – AI must solve real problems

While the excitement around AI is widespread, Simon points to a persistent challenge: proving its return on investment.

“The number one problem statement that CIOs have regarding AI is, how do they show the ROI of AI?” he said, citing Gartner’s CIO report. “A lot of organisations are investing in it but they’re worried.”

Simon explains that while many companies are successfully using AI to “drive productivity and allow employees to free up for high-value work,” issues arise when AI solutions are deployed without clear objectives.

Don’t implement solutions just to follow the hype.

“Focus on what your problems are and how we can solve them well,” he advised.

Simon highlights pitfalls such as poor integration with legacy systems, learning curves, and cultural resistance. “Without clear objectives, organisations may overuse AI in areas where the value is minimal,” he said. “AI outputs today, most of the time, require human oversight.”

Simon recommends starting with “quick wins and very obvious opportunities for improvement,” while ensuring intuitive tools and robust change management. “Companies trying to innovate their business models with AI are 2.7 times more likely to improve their competitive position,” he said.

For AI to truly flourish, Simon insists it must be nurtured within a culture that is “agile and flexible.” He explains that “having an AI-first culture also means that the organisation needs to be flexible and responsive to change [and] quickly adapt to new technologies and shifting markets.”

One strategy that’s proven effective among larger organisations is the formation of cross-functional teams. “They usually have diverse skills and perspectives and can deliver much more innovative solutions,” he said.

Read: Will AI agents replace humans?

AI as part of a continuous learning loop

Simon warns against viewing AI as a one-and-done project: “A lot of times, they approach it as one project, and they believe that one project or one platform will be able to argue problems and all that questions.”

Instead, he advocates for a mindset shift, believing that AI must be embedded into a continuous learning loop supported by robust change management and constant feedback.

“Employee involvement and the continuous loop of feedback is very important,” he said. Regular surveys can surface what’s working on the ground and what isn’t.

For newcomers to digital culture, Simon suggests tapping into expertise from larger players. “We work with independent software vendors, startups, and the big hyper scalers to understand how they’re looking at things.”

Humans at the core: Why EQ still matters in the age of AI

While AI has made leaps in automating routine tasks, Simon is clear-eyed about its limitations.

GenAI may be good with repetitive tasks, “but it’s still not so good with tasks that require high levels of emotional intelligence, strategic vision, or creativity,” he said.

That’s why he believes AI should be used to “eliminate the unwanted, easy task, but not meaningful tasks” that allow humans to stay at the centre.

“Humans can free up their mental capacity and then use deep expertise to solve problems better,” Simon explained, noting that expertise stems from both domain knowledge and lived experience.

In practice, this might look like IT teams deploying AI agents for routine work like password resets or automated approvals. “Then they are freeing up their time to deal with more complex problems where they can really drive impact,” he said.

AI is indeed powerful, but “all [of us] possess valuable expertise in our respective industries and domains – knowledge that GenAI today might not be able to fully grasp.”

The key to unlocking AI’s potential lies in combining that expertise with the right tools. “The world gets more complex every day,” Simon noted, “but we believe that businesses that embrace a fresh approach will find that AI makes work easier for them.”

Read: Grab CEO: AI can make workers 'superhuman'

Beyond the hype: Culture as the true AI enabler

If there’s one thing that’s non-negotiable for AI success, Simon believes it’s culture.

Technology and its usage will evolve over time.

The adoption of new tech entails the three elements of people, process, and technology. However, the people element is often the hardest to get right.

Simon stresses the importance of organisations embracing the culture shift, creating structures that encourage cross-functional collaboration and empowering employees to leverage AI in their roles. “That mindset and that intent is really something that organisations should focus on,” he said.

When it comes to measuring ROI, Simon recommends a project-based approach.

“Generally, I think when we measure ROI, it might be better to measure from a project standpoint,” he explained.

Pilots and quick wins play a key role. “You do pilots; you start seeing the wins. That feedback loop feeds back into your culture and affirms that what we’re doing is working.”

In today’s fast-paced market, “organisations don’t have time for long-term transformation projects,” Simon noted.

Value must be visible within three to six months. “That’s why at Freshworks, we focus a lot on solutions that are easy for users to adopt, intuitive, and can deliver value fast,” he said.

Each project, he concludes, must prove its worth.