Artificial intelligence (AI) is no longer just a support tool but is becoming an element that modifies how tasks are distributed within organizations. Analysis, support, documentation, software development or information management are some of the functions in which AI is beginning to assume an increasing part of the work. The challenge for CIOs and technology managers is no longer just deciding which tools to incorporate, but how to reorganize teams, responsibilities and competencies around them.
This transformation is also creating new tasks for people. A recent study by the IBM Institute for Business Value indicates that 80% of HR managers. HH. believes that the adoption of AI is creating “invisible work” for employees, related to validating recommendations, correcting errors, providing context or managing exceptions. The same study places the ability to monitor, validate and correct AI results among the most important competencies for the workforce.
From incorporating AI to reorganizing work
The LiceoTIC study on the IT talent market shows the magnitude of companies’ expectations: 81% of CIOs expect AI to be the main source of savings over the next three years, especially through the automation of administrative tasks, IT support and document management. However, only 6% of organizations have managed to deploy AI on a large scale, while the rest are still evaluating use cases or developing pilot projects.
For Jordi Damià, president of the LiceoTIC Congress and CEO of LiceoTIC, this difference reflects one of the main challenges of the coming years: “The debate should no longer focus solely on how much AI can save, but on how we will change the organization when certain tasks no longer require the same human dedication. The opportunity lies in automating processes and freeing up time for higher-value activities, but that requires redesigning teams and functions.”
The transformation also reaches the technology sector itself
The impact of AI is not limited to departments that use technology: it also directly affects the IT sector itself. Code generation, testing, documentation, data analysis or certain support tasks can be progressively automated, modifying the content of positions that until now constituted a common way to enter the labor market.
The first effects are already being observed in the labor market. According to a Gartner study published in July, 22% of HR managers. HH. He claims that at least one manager in his organization has stopped hiring entry profiles due to AI automation. Gartner warns that the answer should not be to eliminate these positions, but rather to redesign them so that junior professionals can take on higher-value tasks sooner and develop the skills they will need in an AI work environment.
For the technology sector, this poses a specific challenge: how to maintain the entry and professional development paths for young programmers and IT technicians when some of the tasks traditionally associated with the first years of a career begin to be automated. The change does not necessarily imply a disappearance of these profiles, but rather an evolution of their functions and the skills that will be required of them.
New competencies for AI-augmented teams
In this scenario, the most valuable capabilities will be those that allow you to work with AI systems and, at the same time, provide what they cannot solve on their own: judgment, critical thinking, supervisory capacity, problem solving and decision making.
The IBM study points precisely in this direction: while CHROs place critical thinking and human judgment among priority capabilities, a portion of employees fear that the intensive use of AI could cause a loss of certain skills.
For CIOs, this means moving from defining jobs exclusively by the tasks they perform to analyzing what combination of people, technology and capabilities each process requires. In some cases, the AI will execute certain activities; in others, it will assist professionals; and in others constant human supervision will be necessary.
From the use of tools to process automation
This evolution will be one of the axes of the V LiceoTIC Congress, which will be held on October 21 at the World Trade Center Barcelona. The meeting will analyze how to take AI from the individual use of tools to the automation of complete processes within organizations.
The program will address the application of AI agents in areas such as operations, sales and customer service, office productivity, software development or business intelligence, as well as their integration with corporate systems. It will also analyze how the choice and use of AI models and tools is changing and what implications their costs have for organizations.
The congress will also have an AI Lab, in which CIOs and technology managers will be able to share real implementation experiences and analyze which applications are providing results and which continue to encounter barriers to their deployment.
The CIO will also have to manage organizational change
The incorporation of AI therefore introduces a new dimension to the CIO’s role. In addition to evaluating technology, costs, security or integration, technology managers will have to increasingly participate in decisions related to the organization of work, the evolution of profiles and the training of teams.
In some cases, the AI will execute certain activities; in others, it will assist professionals; and in others constant human supervision will be necessary
“We are facing a change that simultaneously affects technology and people. The question is not to replace some functions with others, but rather to understand which tasks make sense to automate, which ones should continue under human supervision and which new responsibilities appear. This conversation will be key for companies to turn AI into real efficiency,” says Jordi Damià.
New decisions for CIOs in 2027
The V LiceoTIC Congress, which will be held on October 21 at the World Trade Center Barcelona, will also serve to anticipate some of the decisions that technology managers will have to make in 2027. During the meeting, new LiceoTIC analyzes on companies’ IT budgets for 2027 and the evolution of corporate software solutions will be presented, along with the main trends that will condition investment decisions.
Cybersecurity, hyperautomation, business intelligence, hybrid infrastructures, regulation, technological sovereignty and talent will be some of the areas that will mark the agenda of CIOs in the coming months.
The V LiceoTIC Congress will bring together CIOs and technology managers to share experiences, real cases and decisions that organizations are already making. The previous edition brought together more than 400 professionals.
“We want the congress to be a space to talk about what is really happening in companies, not just the theoretical possibilities of technology. AI is entering processes and that forces us to make concrete decisions about investment, organization, talent and change management,” concludes Jordi Damià.
