Dear Yogesh,
I lead a content marketing team at a consulting and research firm. After a period of slow growth, our business has accelerated rapidly, and we’ve brought in a large group of talented recent graduates from top universities. For many of them, working with us is a stepping stone toward business school or advanced degrees.
A key part of their role involves supporting consulting teams through research. These new hires are extremely comfortable using AI tools—and initially, I saw this as a huge advantage. Their output was fast, well-structured, and seemingly insightful. Compared to some of our more experienced employees, their productivity appeared exceptional.
But then the issues began.
What started as occasional feedback has now turned into consistent concern from our consulting teams. It turns out many of these new hires are relying almost entirely on AI tools—despite our investment in premium research platforms. More troubling, they struggle to distinguish between accurate information and AI-generated inaccuracies. Some of their work contains conflicting or unreliable data.
I didn’t catch these issues early, but our consultants—being domain experts—did. Frankly, I feel I should have anticipated this. Now I’m left wondering how to address it.
Are others facing this challenge? How are organizations managing the risks of AI misuse?
Alok
Dear Alok,
You’re not alone—though many leaders may not be openly talking about it yet.
While much of the conversation around AI focuses on job disruption, forward-thinking organizations are looking at it differently: AI is not here to replace human capability, but to enhance it.
At Blanchard, we’ve approached this shift with intention. Instead of resisting AI, we’ve focused on defining how it should be used responsibly and effectively. Here are a few practices that have helped:
1. Define Clear AI Usage Guidelines
Set explicit expectations for how AI can and cannot be used—tailored to different roles, especially those working on client-facing deliverables.
2. Teach Ethical and Effective Use
Don’t assume people know how to use AI well. Provide real examples, scenarios, and playbooks that demonstrate credible and responsible usage.
3. Invest in Continuous Learning
AI is evolving rapidly. Ongoing training ensures your team keeps pace—not just with tools, but with judgment and critical thinking.
It’s understandable that you were impressed by the speed and polish of your new hires. But what you’re seeing now is a gap between output quality and actual capability.
This means going back to basics.
Reinforce that AI is a support tool—not a source of truth. Teach your team how to verify information, cross-check sources, and rely on trusted platforms. Make accuracy non-negotiable, especially when supporting expert consultants.
At the same time, don’t dismiss the value your younger team members bring. They are often more intuitive with new tools. Invite them to share how AI can streamline workflows—while you guide them on where human judgment must take over.
The goal isn’t to reject AI—it’s to integrate it wisely.
Because the reality is this: AI is already reshaping how we work. Organizations that learn how to use it responsibly—and teach their people to do the same—will have a significant advantage.
Best wishes,
Yogesh