The enthusiasm for artificial intelligence in customer engagement strategies may not be as universal as it appears. A new survey by Apply Digital, a global digital transformation firm, reveals surprising generational divides among senior managers regarding AI’s importance. While 93 per cent of respondents across all age groups consider AI critical to customer engagement, only 56 per cent of managers aged 18–24 deem it “very important.” This contrasts starkly with 72 per cent of those aged 35–44 or over 55 who share the same view.
Scott Michaels, Chief Product Officer at Apply Digital, reflects on these findings: “Younger professionals, often seen as early adopters of technology, seem less convinced of AI’s transformative potential. This raises questions about whether they view AI as merely another tool or whether concerns over its tangible value are shaping their perceptions.”
The survey, which involved 500 senior decision-makers across North American enterprises, highlights broader apprehensions about AI. Over half of respondents cite data privacy and security as significant risks, while 29 per cent mention ethical concerns. Michaels notes that such reservations should not be dismissed: “Hesitation among younger managers could reflect a healthy scepticism, urging organisations to ensure AI applications deliver measurable outcomes and genuine value.”
Despite these concerns, AI is widely used in enhancing customer engagement through tools like data analytics (73 per cent) and customer-facing chatbots (68 per cent). These applications have long been part of the digital ecosystem, suggesting that while the technology is embedded, its broader potential remains under scrutiny.
The divergence in attitudes underscores a deeper shift in how different generations approach innovation. For younger managers, raised in an era of rapid technological change, AI may not hold the same novelty or allure. Older professionals, meanwhile, may see AI as a breakthrough tool to address longstanding challenges. These differences highlight the need for businesses to engage employees across age groups to align on technology strategies.
“AI’s promise lies in its ability to drive efficiency and personalise customer interactions,” Michaels added. “But its success depends on strategic deployment. Businesses must address employee concerns and foster a culture of continuous learning to maximise its potential.”
The report warns against the “AI for AI’s sake” mindset, which risks prioritising hype over substance. For organisations to unlock AI’s long-term value, robust data management and cross-functional collaboration are essential. A comprehensive approach, combining traditional methods like loyalty programmes with AI-driven innovation, offers a way forward.
“AI is not a panacea,” Michaels concluded. “Its effectiveness hinges on clear objectives, well-defined key performance indicators, and a data-first foundation. Organisations that succeed will balance the efficiency of AI with the human-centric experiences customers demand.”
As businesses navigate the complex landscape of customer engagement, understanding generational perspectives could prove pivotal in leveraging AI not just as a tool, but as a catalyst for meaningful transformation.
