Constructing Meaning in the Age of AI: A Case Study of Vestas

Abstract

In an era marked by rapid technological advancements, artificial intelligence (AI) has emerged as a transformative force, compelling organizations to adapt. This study explores how Vestas Wind Systems A/S, a mature and bureaucratically constrained organization, engages in sensemaking to integrate AI into its operations. By leveraging interviews with employees and managers within the Modeling & Analytics module, this research investigates the construction of meaning around AI in their work processes through individuals’ narratives, categories, and frames. The research aims to provide generalizable insights into AI usage within organizations, addressing the omnipresence of AI that has generated confusion and challenges in both academic and practical fields. Key findings from this study highlight that AI is seen both as a significant enhancement tool and as a potential disruptive factor, especially when organizations do not organize for AI implementation with a degree of doubt to mitigate risks. Consequently, the attitude towards work enhancement and potential risks offers a balanced perspective of both optimism and skepticism. A finding, related to shared expectations about the future, suggests that AI will increasingly be a part of organizational operations. To effectively incorporate AI, this research suggests that employees should be upskilled through training programs to understand the importance of validation and verification of AI outputs. Sensemaking emerges as a crucial process in this context, where individuals interpret and react to their environment. Through sensemaking, employees and managers construct shared meanings to maneuver the complexities relating to the implementation of AI. This involves understanding the potential, limitations, and the role of AI. The study's findings aim to inspire and inform other organizations seeking to take advantage of the competitive edge that AI offers while mitigating associated risks.