The personal AI gap: Employees move fast, companies lag behind.
While employees use AI in their personal lives, they often lack access to similar tools at work, creating a technological gap. So, how does this impact organizations and businesses? Primarily, with reduced productivity and an increased risk of data loss.
Banning or controlling the use of personal AI tools in the workplace is not a viable solution. Instead, companies should provide their employees with tools and training and adapt their organizational culture to this growing need.
I spoke to some experts and gathered the following key insights on the topic.
Personal AI gap: A growing divide
AI has become a part of our daily lives, reshaping how we live. Live translations, photo editing and smart message suggestions are just a few examples of AI-powered features available on our mobile phones.
However, in the workplace, this shift introduces both advantages and challenges.
"The upside is that people’s awareness of automation is growing, and adoption becomes natural. Personal AI accelerates the embrace of AI tools," explained Janusz Marcinkowski, digital workplace innovation consultant, Atos.
However, here’s the downside: companies are lagging behind. The AI features available on personal devices are often not reflected in workplace tools. Additionally, many organizations restrict the use of private devices with AI features at work, widening the technological gap.
Bilyana Lyubomirova, the global head of career management at Atos said, "People often use AI tools (breaking the rules) because they optimize their work and offer new creative solutions. Organizations need to focus on balancing innovation with regulation."
The concerns of companies are understandable. Using unauthorized tools poses risks of data leakage or copyright infringement. However, banning these tools is not an effective solution. If AI can help people perform their tasks more quickly or efficiently, they will use it. Excessive control does not eliminate the problem – it merely drives it underground, where companies lose control.
"There is a tendency to forbid what cannot be controlled, but that’s not the solution. The best approach is to help people use AI responsibly," added Date Reitsema, employee experience expert.
Cultural shift: It's leaders, not employees, who block change
A prohibition-based approach does not work, and the rigid approach of companies stifles experimentation. Instead, organizations should create a space for secure and informed use of AI. "Companies often push for innovation without providing the right environment. It is not just about strategy but also about ensuring the right tools and mindset are in place," Lyubomirova added.
Another downside to this is that many good ideas die a quick and quiet death — not implemented, even if they are valuable. This is demotivating for employees. According to Lyubomirova, employees often pay out-of-pocket for tools only to be told they can’t use them due to company policy. This can stifle engagement.
A recent McKinsey report indicates that leaders are unaware of the extent to which employees use AI. ‘’Three times more employees use AI for a third or more of their work than leaders realize. While 92% of companies plan to invest in AI over the next three years, only 1% of leaders believe their organizations have reached maturity in integrating AI into work processes.”
While 92% of companies plan to invest in AI over the next three years, only 1% of leaders believe their organizations have reached maturity in integrating AI into work processes.
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Leaders need to balance security and speed, but they are not moving quickly.
"Leaders say they want to leverage AI, but how many are actively using it themselves? Without leading by example, it's difficult to inspire others," Lyubomirova points out.
If employees do not have the opportunity to experiment at work, they will do so outside of work – publishing blog posts, creating images, music and engaging in various initiatives. This can be a drawback as organizations miss out when employees passionately experiment with AI outside the workplace, instead of harnessing this talent and potential within the organization.
According to McKinsey, leaders need to acknowledge their responsibility in Gen AI transformation. Many leaders believe that the lack of employee readiness is the barrier to AI implementation, but they fail to recognize issues within their leadership.
People: A part of the change
For successful AI implementation in organizations, people need to be a part of the change. “Issuing top-down instructions alone ignores the practical expertise of those who use the tools in their daily work,” according to Reitsema.
Employees often know which tools and solutions they need to perform their job effectively. Creating a space to communicate AI-related needs is essential. In addition, creating a marketplace where employees can exchange experiences and recommendations regarding AI tools would be beneficial.
"As a project manager navigating multiple data sources and projects, I believe a Personal AI assistant could simplify things for me. It would help organize all the information I need in a straightforward way, making it easier to see how everything connects. I need tools that streamline my work while protecting sensitive information," says Tomasz Grelewicz, a senior project manager at Atos.
A final word on bridging the gap: culture matters as much as technology
The gap between how employees use AI in their personal lives and the tools available to them at work is growing. While new technologies continue to emerge, the challenge isn’t just technical — it’s cultural and organizational.
To unlock AI’s full potential in the workplace, it’s not enough to simply roll out new tools. Organizations need to create the conditions where experimentation is encouraged, where leaders model curiosity and where teams feel safe to share, test and grow.
Of course, concerns around security, compliance and responsible use are real. But if they dominate the conversation, they can stifle innovation before it begins and block the very progress AI promises. Instead, the focus should shift toward building a culture of trust — where people feel empowered to use AI thoughtfully, and where innovation is both safe and scalable.
The opportunity is enormous. According to McKinsey, widespread AI adoption could boost global productivity by up to $4.4 trillion. But getting there will take more than just tools — it’ll take a shift in mindset.
>> What do you think are the steps organizations should take to bridge this gap between the personal use vs professional use of AI? Share your thoughts with me and let’s discuss.
>> A special shoutout to my colleagues, Janusz Marcinkowski, Bilyana Lyubomirova, Date Reitsema and Tomasz Grelewicz for your valuable inputs that helped build this informative article.
>>Stay tuned to this space. In my next article, I’ll be addressing the growing importance of accountability in the age of AI featuring some eye-opening insights from Atos experts. Don’t miss it!
Posted on 09/07/25
