How AI is reshaping the way of working, and why companies now favor those who know how to use it.
AI is talked about everywhere. And often, the same concern comes up among many executives as well as their teams: will my position still exist tomorrow? The fear is understandable. Yet in practice, it is almost never AI that eliminates a position: it is someone who masters it better who takes it.
Concretely, what it changes is the profile companies are looking to keep and recruit. For equal competence, a company will almost always prefer the person who knows how to move their work forward with the tool rather than the one who sets it aside. According to Gartner, by 2030 most work will be done with the help of AI and almost nothing without it.
For an SME executive, the question is therefore no longer whether the wave is coming. It is understanding what working with AI on a daily basis means and making sure the people who make up his team truly know how to use it, including when that team is remote.
AI shifts value within every profession
When we imagine AI at work, we immediately think of a machine replacing a person. In reality, this scenario remains rare. What moves is the level expected in every position.
An accountant who knows how to have his reconciliations prepared by a tool and then check them handles the volume of two people. An assistant who drafts his responses with AI and corrects them moves much faster than a colleague who has stayed fully manual. The profession does not disappear. It goes to the one who knows how to use the tool.
This is where the real dividing line lies. It does not separate professions from each other, as if some were doomed while others would remain protected. It runs through every profession, between those who master AI and those who are subject to it. A company that must decide who to keep or recruit leans the same way almost every time: toward the person who produces more and better with the same hours.
What the computer has already taught us
We have already lived through this kind of shift. Before the computer, a secretary spent her days typing letters on a typewriter and filing documents by hand. When the computer arrived in offices, many believed the profession would disappear. The opposite happened. The tool took over the most mechanical part of the work and the profession shifted toward what a machine cannot do: organizing work and managing an executive’s priorities.
Assistants who learned to use the computer became more useful than before. Those who refused the tool saw their role shrink. Knowing how to type on a keyboard went from an asset to a prerequisite that nobody even thinks to mention anymore.
AI is replaying this scenario today, with one difference: speed. What took twenty years with computing is now playing out in a few years and affects all professions at the same time. This is what makes mastery of the tool so decisive.
What working with the tool concretely means
Mastering AI means knowing what to ask it and retaining control over what it produces. In a team, the tool intervenes at three levels. Identifying them helps see where the human stands at each stage.
The first level is assistance. The tool proposes, the person decides. An assistant gets a draft response that he reads before sending. A developer receives a first version of code that he adapts to his project. Nothing goes out without review.
The second level is automation. A workflow set up once then runs on its own. Payment follow-ups go out at the right date without anyone watching a schedule. A report is generated from already-entered data instead of being redone every Friday. The contributor no longer executes the task, he checks that it has been carried out correctly.
The third level is the agent. The tool takes charge of an entire chain: it retrieves information and processes it, updates the right file and then flags cases it cannot resolve. The contributor switches to supervision and retains the final say over what comes out.
How this manifests in an offshore team
None of this is improvised, even less so remotely. A contributor does not become more efficient because they have been given access to a tool. They become so because they have been taught to use it at the right moment. According to Deloitte, a majority of executives feel they must teach their teams to think with the machine, not just to operate it.
At ScaleMyCrew, the practical use of AI is part of the support we provide to our contributors in Antananarivo from the moment they arrive. It is not a skill we leave them to discover on their own once in post. A European account manager monitors their progress and sets with you the validation rules, so that quality holds without permanent supervision. The one to two hour time difference with France or Belgium allows real-time exchanges on Slack or Teams, like with a colleague in the next office.
On the ground, this is what it looks like, on professions that a dedicated team handles. In marketing, the communications officer gives the tool the brand’s visual guidelines and editorial style. The AI produces a first version of the content, she then handles the refinement and final touches. In recruitment, the tool does a first sort of applications and summarizes each profile in a few lines, while a contributor conducts the interviews and judges soft skills. On the commercial side, the AI pre-fills quotes from a simple exchange and follows up with prospects who have gone silent; the salesperson keeps the negotiation, the one where you need to sense how far to go and adapt the offer.
On these tasks, an SME often recovers five to ten hours per week, which it reinvests where they truly count. The AI does the bulk of the repetitive work, the contributor retains judgment.
What AI mastery does not replace
One limit must be stated honestly. Mastering AI gives each person more room in their profession, without making them a jack of all trades. A poorly used tool just produces something useless faster. When you do not know precisely what you expect from a person, no agent or automation will make up for that vagueness. Judgment remains on the human side. It is the human who decides what comes next.
FAQ: questions executives ask us
The position goes to the one who knows how to use it
AI is already in companies, that debate is behind us. The real question for an executive has changed: will your teams learn to use it before those of your competitors? The position goes to the one who knows how to move it forward with the tool.
This is the entire meaning of our work: recruit good profiles and train them in the practical use of AI, so that they become a genuine long-term reinforcement. If you want to see what it would look like for one of your positions, let’s talk. We always start from your real need before recommending anything.
Publié le 29/06/2026