Human-Centricity is Key to AI Adoption, Argues Jason Averbook

In a recent LinkedIn post, Jason Averbook discusses the critical role of people in the successful adoption and implementation of Artificial Intelligence within organizations. He emphasizes that technology, including AI, should serve to enhance human capabilities rather than replace them, a perspective highlighted by recent industry events and company initiatives.

Averbook opens by referencing a sentiment attributed to the Toyota line, suggesting a fundamental truth often lost amidst the hype surrounding new technologies. He states:

“AI isn’t the story, people are.”

This core idea frames Averbook’s analysis of how businesses should approach technological advancements, particularly AI. He posits that the focus should shift from the technology itself to how it empowers the workforce.

Designing Work Around Human Strengths

Averbook argues that leading organizations in the coming decade will be those that strategically design work processes to leverage inherent human strengths, delegating routine tasks to systems. This human-centric approach, he believes, is the true differentiator.

He elaborates on this point, stating:

“The organizations that will win this decade aren’t the ones with the most technology. They’re the ones who design work around what humans do best and let the systems handle the rest.”

This perspective is crucial as companies navigate the integration of AI and automation. Averbook suggests that an overemphasis on technology for its own sake can be counterproductive.

Autonomous HCM and Foundational Modernization

Touching upon SAP’s vision for Autonomous Human Capital Management (HCM), Averbook clarifies that the goal is not mere automation. Instead, he explains, it aims to alleviate the friction points that hinder employee growth and engagement.

According to Averbook, the objective is:

“reducing the friction that keeps people stuck in low-value work so they can focus on growth, judgment, and impact.”

He uses the example of Starbucks’ efforts in modernizing payroll and compensation to illustrate the importance of robust foundational systems. Averbook points out that trust cannot be built upon inadequate basic processes, regardless of advanced technological layers.

Building AI With, Not At, People

Averbook also highlights the significance of involving employees in the development and deployment of AI. He references Toyota’s “SamurAI” initiative as a prime example of this collaborative approach.

As Jason Averbook notes, the difference lies in the deployment strategy:

“The SamurAI initiative at Toyota shows what happens when you stop deploying AI at people and start building it with them. Ownership changes everything.”

This collaborative method, he suggests, fosters a sense of ownership and greater acceptance of new technologies, ultimately leading to more effective integration and successful outcomes. The approach taken at SAP Sapphire 2026, according to Averbook, solidified this vision, underscoring the success of the SAP SuccessFactors team in articulating this forward-looking perspective.