Departments need AI skills to identify use cases, classify AI results, and meaningfully integrate AI into their daily processes. The goal is not technical expert knowledge, but the ability to professionally manage AI and use it productively.
A central competency is understanding the potential applications and limitations of AI within one’s own area of responsibility. Departments should be able to assess which activities are suitable for AI, where automation makes sense, and when human decisions remain necessary. Important tips for identifying use cases can also be found in our articles “Which processes can be automated with AI?” and “Where does AI offer the greatest added value for companies?”.
Equally important is the competent handling of AI results. Professional users must be able to evaluate, validate, and contextualize AI results. This includes recognizing uncertainties, questioning results, and correcting them if necessary. Even when using customized AI agents, human responsibility remains paramount; AI supports, but does not replace, expertise.
Furthermore, departments require process and interface competencies. They must understand how AI is embedded in existing workflows, what data is used, and how handovers between humans and AI function. This understanding is crucial to avoid friction and effectively integrate AI into daily operations.
Finally, communicative and change-related competencies play a role. Departments are often multipliers for new ways of working. In close connection with Change Management, they contribute to building acceptance and feeding back practical experiences.
Targeted training as part of Training & Further Education ensures that departments can build these competencies and not only apply AI but actively shape it.
