Interview with Louis Macchi, head of the PwC Switzerland headquarters in Lugano.
What are the main organizational levers today for transforming the adoption of artificial intelligence into a real increase in productivity?
The key lever isn't technological, but managerial. Many companies introduce AI tools believing that simply making them available to people will automatically achieve efficiency. In practice, this approach generates limited benefits. The most concrete results, however, come from organizations that approach AI as a transformation project and not simply as automation. The starting point is the involvement of top management, along with the definition of a clear strategy and the rethinking of overall processes. Artificial intelligence expresses its value when it enters decision-making processes, products, and the customer experience, not when it's used simply to speed up existing activities.
To what extent does AI require a redesign of work processes?
"Profoundly. Simply automating individual tasks can lead to marginal savings, but it rarely generates a competitive advantage. The real leap occurs when a company asks itself whether, given the new analytical and computing capabilities available today, it would design its processes in the same way. Often, the answer is no. This is why the most advanced companies are redesigning supply chains, support functions, financial analysis, and decision-making processes in light of the new possibilities offered by AI. The result is not only greater efficiency, but also speed and adaptability."
Which business functions will undergo the most significant transformations?
Based on our direct experience, we can say that the most data-intensive functions are the first to be impacted. Finance, compliance, operations, and customer experience are already experimenting with systems capable of analyzing huge volumes of information and providing near-real-time insights, supporting faster and more informed decisions. However, the transformation isn't just about services. With the integration of AI and robotics, operational and manual tasks are also set to progressively evolve.
Which skills will become increasingly strategic?
Technical skills alone will no longer be sufficient. It's becoming necessary to combine technological capabilities, managerial skills, and a critical mind. We need professionals capable of developing and integrating systems, but also leaders capable of guiding transformation and assessing risks. At the same time, the importance of human judgment in interpreting AI outputs is growing. Paradoxically, as automation increases, the ability to read and evaluate becomes even more crucial: the risk is not AI itself, but the uncritical use of its responses.
How can companies manage risks while ensuring trust and transparency?
"It's necessary to adopt a structured approach to so-called 'responsible AI.' This means clearly defining the areas of use, carefully managing sensitive data, introducing human control and oversight systems, and investing in training people to correctly interpret the results. Companies that focus on governance and skills not only improve operational performance, but also strengthen stakeholder and market trust."
What is the impact on work organization?
AI doesn't simply eliminate roles, it transforms them. The most standardized activities are the most exposed to automation, while new professional roles are emerging, linked to the supervision of intelligent systems, technological integration, and advanced use of tools. Increasingly, AI-assisted individuals are able to perform tasks that previously required larger teams. This changes organizational structure and makes reskilling a crucial factor.
How to integrate AI into growth strategies while taking into account regulatory and sustainability constraints?
Businesses are being asked to address increasingly interconnected variables, from environmental impact—including energy—to geopolitical stability, to evolving social needs. In this context, AI becomes a tool for anticipating scenarios, simulating market developments, and redefining offerings. It's no longer just about improving existing products, but about responding in new ways to fundamental needs such as mobility, health, nutrition, and quality of life.
Looking at the specific local situation, what is the current state of artificial intelligence adoption among SMEs in Ticino and Switzerland?
The Canton of Ticino, like the rest of Switzerland, is seeing a growing use of artificial intelligence among small and medium-sized enterprises (SMEs), which form the backbone of the local economy. According to national studies, approximately one-third of Swiss SMEs have consciously integrated AI tools into their operational processes, especially for automation, data analysis, translation, and correspondence, an increase compared to previous years. However, barriers persist, such as a lack of internal skills and data protection, which are particularly acute among smaller businesses.
Which Ticino manufacturing sectors can compete on international markets thanks to artificial intelligence?
Areas such as fintech and financial services, information technology, digital healthcare, and advanced diagnostics, along with high-precision manufacturing, are leveraging AI to optimize processes, personalize services, and innovate products. Retail and e-commerce are also adopting intelligent solutions for advanced customer experiences and predictive analytics. In these niches, Ticino SMEs can hone their skills, attract talent, and engage with international markets, transforming artificial intelligence from an operational tool to a strategic lever.
In summary, what is the main challenge for businesses?
The real challenge is to move from a logic of adoption to a logic of transformation. Artificial intelligence is not a technology to be implemented, but a strategic lever to be integrated. Competitive advantage doesn't come from possessing the tools, but rather from the ability to use them to rethink processes, create new value, and strengthen relationships with customers and stakeholders. People remain at the center, not replaced but empowered. This is the direction in which business consulting is moving, and increasingly, the future of businesses.
