�ȵ����

“The real power of AI is in asking better questions.”

This simple statement is attributed to Sir Demis Hassabis, a British computer scientist, AI researcher and entrepreneur, best known as the co-founder and CEO of Google DeepMind. He concisely sums up what several leading business consultancies are saying when fears about AI and human thought arise in conversation.

“AI will reshape work and competitiveness will hinge on combining human and machine strengths,” the McKinsey Health Institute. “Despite rapid technological advances, nothing yet replicates the brain’s capacity to contribute to society.”

This is why experts say gaining an understanding of AI before engaging with it makes more sense than simply fearing or repelling the technology. At the same time, its implications cannot be overlooked.

As Iain Simmons, a senior commercial lawyer at U.K. law firm , , “AI is increasingly embedded in everyday tools, from computer-aided design to planning and project management platforms, sometimes without users even realizing it.”

In fact, an Ipsos poll conducted for The Guardian in the U.K. a third of British workers across a span of industries admitted to not telling their managers or senior colleagues about their use of AI tools, with one quarter being concerned their co-workers would question their abilities if their AI use were known.

This highlights the importance for companies to have AI policies in place. Ryan Gaiss, an account executive at Document Crunch, notes in many cases, employees have no little or no training or guidelines on how to effectively use AI in their work.

“AI adoption in construction is happening right now,” Gaiss writes. “It’s happening today and it’s being driven by younger team members who’ve integrated these tools into their daily workflows. Companies need to keep up with this rapid, grassroots adoption. Without clear policies, employees will continue using AI tools according to their own judgment, potentially exposing sensitive information or creating inconsistent work products.”

Given the risk of proprietary and confidential information being exposed, plus the need for accuracy for budget, compliance and safety reasons, and the requirement for precise construction terminology, Gaiss says policies should be put in place. To help, he has put together a free-access, seven-step template that allows construction companies to develop their own customized policies.

“A well-crafted AI policy gives your team confidence to explore powerful new tools while protecting your company’s and clients’ interests.”

Yet even before any decisions about AI policies can take shape, questions must be asked about how to engage the technology within each company. What exactly does the company hope to achieve by adopting AI into operations? Is the company ready to make the necessary investment in money, organization and training?

AI is also a fast-moving technology, so how does the company intend to keep pace? Should an AI platform be purchased, or is the company capable of building its own customized platform and keep it up to date given the continual growth of AI’s potential?

These are all important questions and help explain why developing an AI focus that suits each company is critical.

“The (construction) sector is awash with ideas about where AI might prove most beneficial,” Morgan Sindall Construction digital director Lee Ramsey a roundtable of British construction experts. “These range from taking notes at meetings to managing procurement to removing human bias from project management. In a fragmented industry where knowledge is narrowly held within different projects and different terms used even within parts of the same companies, ensuring information can be better shared would produce greater outcomes.”

Human guardrails must be established. After all, humans are ultimately responsible for anything that carries their name or requires a signature due to regulations.

“AI can be massively efficient to use, as long as you check it to make sure it is correct,” said Della McCaughey of global software company IFS.

From an overall perspective, the McKinsey Health Institute has a reminder for company decision-makers.

“While AI holds great promise for enhancing productivity and even supporting brain health, its growing role in daily life also raises new concerns about mental well-being and social connection. How countries and organizations evolve brain capital strategies to harness the complementary strengths of human intelligence and technological capabilities will become a defining source of resilience and value.”

Should construction companies expect an immediate ROI on their AI investment? Not necessarily, said Gary Denham of Watkin Jones, a leading U.K. residential-for-rent developer and operator.

“AI is happening very fast but I don’t think we’re going to wake up in a year’s time and things are going to be massively different.  It’s going to take 10 years for this to unfold. You have to take a big-picture view.”

In fact, a McKinsey report nearly eight in 10 companies have deployed gen AI in some form, but roughly the same percentage report no material impact on earnings. McKinsey calls this the “gen AI paradox” and illustrates how far AI has yet to go.

John Bleasby is a freelance writer. Send comments and Inside Innovation column ideas to editor@dailycommercialnews.com.