Brazil is experiencing a unique phenomenon in the global scenario of digital transformation. While 87% of Latin American professionals expect a transformational impact of artificial intelligence over the next five years-a number that in Brazil jumps to impressive 93%-we simultaneously face one of the greatest challenges of professional training in our history: 53% of region professionals identify critical skill gaps in their teams.
This duality reveals both extraordinary opportunities and imminent risks to the future of work in the country. Thomson Reuters’ report data show that Brazil not only follows the global tendency of AI adoption, but leads it in many ways. However, this technological vanguard contrasts with a worrying reality: only 15% of organizations have a clear AI strategy.
The Paradox of Brazilian Leadership
Brazilian protagonism in the adoption of AI is unquestionable. While 38% of professionals globally expect significant changes in their organizations this year, in Brazil this number reflects an even greater urgency. More revealing is that 32% of Brazilian professionals are already regular AI users, and the projection indicates that by 2030 this adoption will be universal.
Continues after advertising
This acceleration is no coincidence. Brazil demonstrates an extraordinary proactive posture: Brazilian organizations have invested massively in AI technologies last year, and Brazilian professionals lead globally in experimentation with AI tools. We are literally global digital transformation laboratory.
However, this protagonism reveals an alarming paradox: despite high adoption, Latin America leads worldwide in the skill gaps indicator, with 53% of professionals reporting critical gaps in their teams. Even more worrying: 67% of Brazilian organizations are adopting I was without clear strategy, creating an environment of disordered experimentation that can compromise sustainable results.
The urgency of training and strategy
The disconnection between accelerated adoption and strategic skills development represents the largest human resources challenge of our era. It is not enough simply to provide AI tools; It is essential to develop a culture of learning that combines technical knowledge with strategic thinking.
Continues after advertising
Professionals need to understand not only how to use AI, but when, why and with what goals apply it. This requires massive investment in structured training programs that go beyond technical training, encompassing development of leadership, critical thinking and continuous adaptability.
Rethinking Talent Development
Organizations that invest in training are seeing concrete results, while those that do not act risk that their talents navigate aimlessly with generic tools.
Training “How to use” is not enough. We need to teach “when, why and why” use it. This means aligning cases of use with concrete business objectives (cycle time, accuracy, transaction cost, customer satisfaction) and measure impact with discipline. Effective training combines three elements: trails structured by function, practical mentoring and controlled experimentation environments. Where this combination exists, the results appear. Professionals with good knowledge in AI are 2.8 times more likely to generate organizational benefits, and those who are encouraged to explore new ways of working almost doubles the chance to capture valve
Continues after advertising
New roles, new skills
The transformation we see in the future of AI product work is double: new posts emerge as existing evolve. An accountant now needs to understand process automation, just as a lawyer should know how AI can accelerate legal research and a compliance professional needs to master predictive risk analysis. Current skills evolve to higher levels, while completely new skills emerge. Even our most human skills become: AI becomes the point that transforms complexity into clarity, allowing leaders to communicate with greater impact.
The papers are already in transformation. In the financial and tax areas, AI will automate reconciliations and signal anomalies; The analyst will pass the curator of exceptions. In legal, research accelerates with sources check and custody chain; The focus migrates to strategy and negotiation. In compliance, predictive monitoring requires explainability of models and data governance. Human skills do not disappear; go up- and much level. Clear communication, careful curatorship and informed decision making became differentials.
The future depends on choices in the present
AI does not replace our professionals, but to enhance its natural talent and Create new ways to generate value. Visionary leaders are transforming their teams strategically: they combine traditional experience with advanced technological skills, creating professionals capable of leading real transformations in dynamic markets.
Continues after advertising
Brazil is positioned to lead global digital transformation. We have the experimentation, we have the adoption, we have the enthusiasm. What we need now is to turn this energy into strategy, this experimentation into expertise, this adoption into sustainable competitive advantage.
The question is not whether AI will transform our professions, she is already doing this. Professionals are already seeking to develop and use the technology to their advantage. The question is whether our companies are being strategic in policy and people development, not only for the competitiveness of the business, but also for the competitiveness of the talents that will define the future.
