Artificial Intelligence is no longer just a tool for efficiency; it is becoming a system that quietly shapes decisions, opportunities, and outcomes in the workplace. As its influence grows, so does the importance of the perspectives that guide it. As it becomes embedded in the workplace, it is not just transforming how work gets done — it is reshaping how decisions are made, how opportunities are distributed, and how fairness is defined. In this shift, AI also has the potential to act as an ally by creating more equitable access to opportunities and enabling more balanced outcomes when shaped thoughtfully.
Encouragingly, women’s participation in this space is steadily growing. Nearly 90% of working women in India report confidence in using AI tools, and a significant proportion are actively building AI-related skills. This reflects a broader shift in which women are rapidly adapting to technological change.
The Evolving Nature of AI-led Decision Making
As AI becomes more deeply embedded in areas such as hiring, performance evaluation, workforce planning, and employee experience, the nature of decision-making is also evolving. These systems influence outcomes at scale, often in ways that are not always immediately visible. As a result, the perspectives that inform their design and deployment start to matter as much as the technology itself.
Diversity of thought, including women’s perspectives, adds depth here. These perspectives often place greater emphasis on context, collaboration, and long-term impact, elements that are particularly relevant when decisions affect people’s careers and growth. They help broaden the lens through which organisations evaluate not just efficiency, but also fairness and experience.
Beyond Adoption: Bringing Intent to Application
At the same time, the conversation around AI in the workplace is gradually moving beyond adoption to questions of application. How AI is used, how outcomes are interpreted, and how decisions are communicated are becoming important areas of focus. Many organisations are beginning to look at ways to make these systems more transparent, more skills-focused, and more aligned with evolving definitions of performance and potential.
Within this, representation plays a meaningful role. As more women move into roles across technology, leadership, and governance, their ability to influence how AI is applied continues to expand. This shift is subtle but significant, as it moves the narrative from participation to shaping outcomes.
The Ericsson Lens: Designing AI for Real-World Impact
At Ericsson, this shift is evident in the way AI is being integrated into people processes and decision-making systems. Platforms such as Career Hub, along with AI-enabled solutions like Eightfold and Talent Lens, are helping make skills more visible and match employees to opportunities. In contrast, learning platforms such as Degreed enable continuous, anytime-anywhere development through more personalised learning pathways. The focus is not only on efficiency, but also on enabling greater clarity and accessibility in how opportunities are discovered and pursued within the organisation.
Internal mobility is an important outcome of leveraging tools like Eightfold and Talent Lens. By making roles visible and aligning them with employees’ evolving skill sets and aspirations, organisations can create more transparent pathways for growth. This not only strengthens retention but also helps ensure that access to opportunities is more equitable, particularly for underrepresented groups. When supported by data and thoughtful design, internal mobility becomes a meaningful way to translate intent into action.
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Learning, Experimentation, and Capability Building
Learning is another key part of this evolution. As roles continue to change, employees need the ability to build new capabilities in a way that is continuous and contextual. Learning platforms such as Degreed are increasingly being used to anticipate future skill needs and guide employees towards relevant development journeys. In parallel, initiatives such as the Ericsson Playground are creating spaces where employees can experiment with AI tools in a safe and structured environment, supported by appropriate human oversight. This combination of guided learning and hands-on exploration helps build both confidence and capability.
Women professionals are showing strong openness to reskilling and exploring new opportunities, which aligns closely with the demands of an AI-driven workplace. This adaptability is likely to play an important role in how organisations build more agile and future-ready teams.
Redefining Contribution and Leadership
As AI becomes more embedded in workplace systems, it is also changing how contribution is experienced. With routine tasks increasingly automated and insights generated in real time, the nature of work is shifting towards higher-value outcomes.
In this context, inclusive leadership becomes increasingly important. The ability to combine data with empathy, interpret outcomes in context, and make balanced decisions plays a critical role in ensuring technology is applied in ways that reinforce confidence and clarity. It also brings focus to governance by establishing clear accountability and regularly reviewing systems to ensure they remain aligned with organisational values and intent.
Looking Towards a More Inclusive AI-driven Future
Taken together, these shifts point to a broader evolution in how workplaces are being shaped. AI is becoming a powerful enabler, but its impact is closely linked to the perspectives that guide it.
As organisations continue to integrate AI into their ways of working, the presence of diverse voices in these conversations can help ensure that progress is not only faster but also more balanced and sustainable. In that sense, AI has the potential to be more than just a tool for efficiency; it can also support workplaces that are more inclusive, thoughtful, and aligned with the realities of a diverse workforce.
At Ericsson, this philosophy continues to guide how AI is integrated into the workplace, bringing together technology, inclusion, and continuous learning to create environments where people and intelligent systems evolve together.
In this journey, women’s perspectives are not just valuable, they are foundational to building workplaces that are fair, resilient, and future-ready.
Priyanka Anand is Vice President and Head of HR for South East Asia, Oceania and India at Ericsson, a role she has held since January 2018. She leads HR strategy across diverse markets, including India, Australia, New Zealand and Southeast Asia, bringing over 19 years of experience, with more than seven years at Ericsson. During her tenure, she has held key leadership roles such as Head of HR Global Operations and Head of HR for Ericsson Global Services India, where she played a pivotal role in scaling operations and building strong HR frameworks. She currently leads a multi-country HR team, partnering with business leaders to drive impactful people practices. Prior to Ericsson, she has worked with organisations such as Colt Technologies, Manpower and STG, contributing to their growth and establishment in India.
