As Generative AI adoption is on the rise, so is the awareness of its environmental impact. A recent Capgemini report reveals that nearly half of executives believe their Gen AI usage has led to a rise in greenhouse gas emissions. Unfortunately, only 12% actively measure this impact, mainly due to the lack of transparency from model providers, and only 31% have implemented sustainability measures throughout the AI lifecycle. To address these concerns, businesses must collaborate with technology partners to establish industry standards for measuring AI’s environmental footprint.
Capgemini supports its clients in harnessing AI responsibly, assessing financial and environmental impacts. The Group has also developed several tools to ensure an efficient use of models and to help our clients understand, monitor, and mitigate the overall environmental footprint of inference and consumption, from an energy, carbon emissions, and water perspective. Partnering with the AI & Society Institute and the École Normale Supérieure in Paris, Capgemini recently launched a global Observatory focused on the environmental impacts of AI throughout its lifecycle. The initiative aims to create a robust methodology for evaluating AI’s environmental footprint.
While many perceive Gen AI agents and assistants as productivity tools for tasks like drafting emails or summarizing documents, and executing tasks on our behalf, what about its potential as a thought partner, helping managers in problem-solving, decision-making, and even enhancing their strategic thinking and leadership development? That’s the subject explored in the HBR Guide to Generative AI for Managers, published by the Harvard Business Review and authored by Capgemini experts. The publication serves as a resource for leaders eager to harness the transformative power of Gen AI in their management practices, equipping them to stay ahead in a rapidly changing workplace.
The Guide explores how to cultivate a mindset conducive to thriving in a Gen AI-enabled environment and encourages managers to envision how these technologies can turbocharge their roles. Through practical examples, it provides actionable approaches to embedding AI into management tasks. This helps managers learn how to interact with Gen AI not only as an assistant, but also as a thought partner. It presents an opportunity for leaders to become pioneers in Gen AI utilization, inspiring their teams and colleagues, while setting a proactive pace for their organizations.
The collaboration between human and AI capabilities invites a reimagining of roles and enterprise operating models, where humans focus on strategic oversight, ethical considerations, and creative endeavors. Humans will now leverage AI to enrich decision-making and problem-solving, emphasizing teamwork that combines AI’s analytical power with humanity’s unique abilities, guiding innovation for the benefit of all.
