Responsible AI work drives future success, Salesforce UKI CEO says
CALIFORNIA, UNITED STATES — The key to thriving in the new business era is not just adopting artificial intelligence (AI) but committing to working with it responsibly, according to Salesforce United Kingdom and Ireland (UKI) Chief Executive Officer Zahra Bahrololoumi.
Bahrololoumi emphasized that AI should be seen as a permanent force shaping business and work, not a temporary trend. She said responsible adoption will define which companies and professionals succeed in the coming years.
Responsible AI adoption key to growth
Individuals and organizations that proactively integrate AI into their work processes are more likely to stay competitive. This is portrayed as an unavoidable process of adapting to changes, with those who resist being left behind.
Its focus on the responsible use of AI implies a partnership approach and extends beyond automation to a cooperative partnership between human and AI.
This strategy is structured as a long-term move, rather than a fad. Leadership claims that AI has now become entrenched in the business environment and is here to stay.
In an interview with TechRadar, Bahrololoumi explains that individuals who will succeed are clearly defined as those who are willing to work with this new reality responsibly; therefore, it becomes central to their professional growth and operational plan.
“The combination of AI with robotics and operational technology in our physical environment will be a profound next chapter,” Bahrololoumi told TechRadar Pro at Dreamforce 2025.
Building a skilled workforce for the AI era
A crucial component of this responsible collaboration is the strategic development and retention of human talent, particularly at the entry level.
“Our message here is: do not sacrifice your entry-level jobs because you do need people that can work through that function, that process that can work alongside the AI to be able to manage and lead that composition of digital and human capital,” said Bahrololoumi.
The argument is that companies must not sacrifice these roles, as they are essential for cultivating the next generation of workers who can manage the interplay between digital and human capital.
Eliminating these positions is seen as a critical failure to invest in the future skill profile needed to orchestrate complex AI systems.
A limited approach to substituting jobs that require fewer skills with AI might ultimately hinder a company’s long-term capacity. Organizations that lack a pipeline of talent to learn how to work with AI will be short of human expertise to guide the multimodality of the future workplace. The responsible use of AI, therefore, must be accompanied by the responsible investment of human resources and the development of skills.
