In a world increasingly shaped by artificial intelligence, one question often comes up: What happens to the human when the machine gets smarter?
At Grameenphone, we've chosen to answer that question not with fear or hesitation - but with a bold mindset shift. We launched AI & I as our company-wide transformation program to embrace the future of work where Al empowers people, not replaces them. And it's working.
This article isn't just about what we did at Grameenphone - it's about a concept I believe and would like to put forward to all, every modern organization must embrace. Because this is not just a story about technology - it's a story about people.
The Origins of Al & I
In 2024, we at Grameenphone realized that our Al journey couldn't succeed if it remained in silos - isolated to specific teams or departments. Al needed to become everyone's partner, not just IT's.
But we also knew Al alone wasn't the answer. The real power lay in the partnership - AI & I.
Al alone is not the objective. The "I" - the individual - is.
With that belief, we launched AI & I: Powering the 4th Wave, our fourth wave of transformation following our previous successes in Connectivity, mass distribution and Digital Inclusion. This time, the focus is on human-Al collaboration at scale.
What is AI & I?
Al & I is built around three core pillars:
1. Empowerment
We made Al literacy a priority. From our CXOS to frontline employees, everyone is part of a structured learning path with training, tools, and ideas to bring in real life.
Al is positioned as a thought partner, not a threat. It helps write emails, analyze customer data, suggest improvements, and even spark creative ideas. But it's still the human who decides, leads, and adds meaning.
2. Reinvention
We're using Al to reinvent how we operate - from personalized customer experiences and network automation to intelligent HR bots and revenue growth engines.
Al-first projects were selected to drive business impact, each with clear targets tied to growth, efficiency, or experience. And what's more, employees across departments began thinking differently about their day-to-day work asking how Al could make them faster, smarter, and more effective.
3. Inclusion
We didn't want Al to be something that "happens" to people. We wanted people to be part of shaping it. Ideas started coming, created energy, excitement and belief, and reminded us that innovation isn't top down.
Why AI & I Matters Beyond Grameenphone
Al & I is not a telecom story. It's a people story. And it's a story that can and should play out in every organization across Bangladesh and beyond.
Too often, technology adoption begins and ends with tools. But tools don't transform organizations. People do.
Here's what we've learned that can help others:
• Start with belief, not fear. Al adoption needs leadership mindset more than just budgets. Your people will follow when they feel empowered, not threatened.
• Don't separate tech and people. Digital transformation isn't just about new platforms - it's about new ways of thinking and working. Combine capability-building with execution from day one.
• Make it inclusive. Whether you're in garments, pharma, tech, or finance the best Al ideas won't just come from data scientists. They'll come from people who know your customers, your processes, and your purpose.
A big transformation of course demands sponsorship from the top, while I tried to play my proactive role in bring in Al& I live in GP, Telenor Group President CEO, Benedicte Schilbred Fasmer, does the same for the whole organisation all across in different continents with even more energy and enthusiasm. And she said it is even more powerful when it flips to I & Al! There the cultural shift starts.
A Message to Business Leaders
If you lead a company - whether a multinational, local conglomerate, or startup- the time to act is now. Not just to experiment with Al, but to build a culture around it. To embrace curiosity, upskill your teams, and encourage people to imagine what's possible.
Al is no longer optional. But "AI & I" is a choice
A choice to be inclusive. A choice to empower. A choice to lead with both intelligence and heart.
The future of work will not be written by Al alone. It will be written by Al and people - together. It comes power- ful when its focuses powering human, not only business.
Let's build it - with Al, where "I" in lead.
