In a recent conversation titled "Aprendizajes del uso de la IA” (“Lessons learned from using AI”), several prominent industry figures reflected on the lessons AI can teach us about corporate decision-making and the future of business. The panel was held at the 2025 AmCham conference, a business transformation forum which took place in the heart of Latin America (LATAM)—Buenos Aires, Argentina.
The panel discussion—featuring Ina Mainetti, SVP, Global Services & Delivery at Aditi Consulting, and fellow technology leaders Ines Noeti and Santiago Bilinkis—was originally recorded in Spanish before being translated to English and briefly summarized in the following article. In it, moderator Camila Manera facilitated an insightful conversation surrounding AI transformation in business as the panelists weighed in on the highs and lows of their vast AI experiences.
Currently, there are two main types of AI: generative AI and traditional AI, which includes predictive analytics, process automation, decision support systems, and so on. Automatic information processing (often shortened to “informatics”) is one of the most significant strengths of generative AI. This capability is also constantly improving, with some experts considering it in its third evolutionary stage (Software 3.0):
Viewing the technology from this perspective facilitates communication between technical and nontechnical stakeholders within an organization and enables better strategic decisions aligned with a business vision.
In the session, Mainetti stressed the importance of investing in mature processes that already exist within the organization to accommodate AI adoption, accelerating what is already being done in the right direction. She encouraged the technical stakeholders in the audience to start with small infrastructure changes to reap maximum benefit from generative AI usage. That means starting small with proven initiatives that are gradually introduced to facilitate smooth implementation and successful user adoption.
In the future, technological advances may lead to what is known as artificial general intelligence (AGI) or super AGI. However, the disruption to the current global order would be so significant that it makes no sense—at least for now—to consider that scenario in corporate decision-making.
That said, the first lesson learned over the past several years—since generative AI began gaining popularity—was to avoid being influenced by much of the media content predicting that scenario. Instead, Aditi Consulting focused on building a concrete framework based on the current capabilities of the technology to support strategic business decisions.
The following takeaways outline some of the most notable lessons learned from the use of AI in business and how organizations can better prepare for the future.
Technology infrastructure, information management processes, and cybersecurity mechanisms still aren’t adapted to capture the highest value that both generative and traditional AI can offer.
But you can’t improve what you don’t measure, so first you must assess your current infrastructure and weigh it against predetermined key performance indicators. Measure the actual value that AI can bring to your business processes. The solution isn’t to implement AI wherever possible as quickly as possible but to leverage AI strategically to accelerate what is already being done by illustrating its impact.
AI’s rapid adoption across the business world has highlighted the urgent need to train and upskill workers in new technical skills to accommodate quickly developing technologies. Put simply, people who use AI will displace those who don’t—this is true both organizationally and individually.
The lesson here is to view AI as a truly disruptive accelerator that is here to stay and will continue to evolve. From this perspective, the technology warrants incremental and long-term investment. Just as SaaS and cloud computing were disruptive and slow to adopt for similar reasons, companies must begin adapting their infrastructure and processes to gradually increase the value they can capture from AI.
One high-demand skill that was brought up several times throughout the session was language translation skills. According to the panelists, the demand for multilingual employees has skyrocketed as a result of AI adoption, referring to these workers as emerging “gems” in the corporate world. The ability to ask critical questions and think abstractly—in numerous languages—is highly valuable. The growing need for multilingual talent also demonstrates AI’s impact on business culture overall. Once again, leveraging a nearshoring model for talent can help fill these skill gaps, as many LATAM workers are fluent in English in addition to their native Spanish.
Abstraction, algorithmic thinking, and information mapping are uniquely human capabilities, but they can be augmented with the right AI tools. In this way, they are enhancing efficiency while boosting service quality and output—if organizations and their employees can remain at the forefront of these technologies. Regardless of an individual’s attitude toward AI, they must possess the skills and knowledge necessary to implement it in relevant professional areas.
The panelists spoke to the importance of continuously investing in human capital. More than ever, we must put people at the center of this transformation. What is the point of adopting technology if its purpose isn’t to improve our lives as individuals? It’s this human attitude of curiosity and experimentation that will continue to unlock new potential applications for AI in business.
Noeti also spoke to how AI has democratized knowledge, making expertise more accessible through generative AI. This means that possessing specialized, practical skills is perhaps more important than ever in the job market. Innovative talent delivery models, such as nearshoring, can expand access to these skills by tapping into the LATAM talent pool.
At one point in the panel, Bilinkis drew a clear analogy: Modern companies are the immovable object, and AI is the unstoppable force. This paradox in itself is a cultural shift because no one can accurately predict how things will turn out. All we can really say for sure is that being anchored to the ground is the worst way to face that scenario—everyone must adapt.
Despite its benefits, the speed of AI adoption is surely outpacing the development of regulations. Promoting responsible use of AI tools has been left almost entirely to enterprises and organizations themselves rather than official legislation. As a result, the ethical guidelines are blurry, to say the least.
There is a widespread rising concern about the use of AI for unethical purposes, including (but not limited to):
The ethical risks behind using AI (e.g., algorithmic bias, privacy, transparency) are relatively well-known, but it’s the obligation of companies to raise awareness about these risks and actively collaborate to prevent malicious uses. Aditi Consulting, for example, supports our clients to ensure that AI implementation is safe, ethical, and aligned with their values.
Not only are we implementing AI and automation to achieve our own business objectives, but we also make it a priority to be an active part of that transformation for our clients so we can accelerate their outcomes.
Our approach to AI is threefold. We use AI:
Going forward, our team at Aditi Consulting (which includes delivery centers across the U.S., LATAM, and India) will leverage AI in numerous ways, including:
And that’s just in the immediate future. As a leader in AI-powered digital engineering services, we have already developed innovative solutions for various Fortune 500 companies, including AI agents for global locomotive manufacturers and OpenAI-powered bots for Silicon Valley companies.
The age of AI is progressing rapidly, and with it, so are our attitudes toward its use and its potential in business. AI, like other historically significant tech, will continue to teach us technical, cultural, and ethical lessons as it permeates virtually every area of business, and ultimately each of our individual lives.
What is critical is that we use AI to support and augment business decisions without disregarding the human element of doing business. Skilled human talent is arguably the most valuable asset a company can have, and it can be accelerated significantly with the help of AI and other modern technologies. A nearshore talent delivery model, like that offered by Aditi Consulting, taps into the LATAM workforce to expand access to this talent while minimizing risk.
At Aditi, we’re building a digital world with a human spirit. We take pride in being a high-tech consulting firm that puts people first—and that will always be our way.
You can supplement your tech talent by leveraging Aditi’s nearshore model, which is outlined in our 2025 U.S. Nearshore Report.