The missing piece in Latin America’s Gen AI plans

Across Latin America, businesses are racing to understand how generative AI can reshape the way people work. The region’s Gen AI market is projected to reach nearly US $1.84 billion by 2030, growing at an annual rate of 32.8%. It’s a powerful signal of intent across a territory eager to redefine productivity through artificial intelligence.

According to the Thomson Reuters Institute, 56% of Latin American professionals say they are excited about the role of Gen AI in their industries. This is more than double the global average of 27%. 

Yet adoption remains uneven. Infrastructure gaps, limited digital access and the size of the informal workforce continue to slow progress. Governments are launching AI strategies and public–private programs to support innovation, but these operational and cultural challenges still stand in the way of large-scale change.

A lens on transformation.Lenovo’s Work Reborn research series offers timely insight into how organizations can move from ambition to execution. Drawing on responses from more than 600 IT leaders worldwide, including 16% from Latin America, the studies examine how generative AI is beginning to reshape work and improve the overall employee experience.

Findings from the first two reports, Reinventing Workplace Productivity and Igniting Real Workplace Transformation, show a consistent theme: regional IT leaders see AI’s potential but lack the infrastructure and processes to support it. Turning that potential into measurable progress means evolving not just technology, but how work happens across teams and functions. This article examines how Latin American organizations can move from AI enthusiasm to real impact through strategy, collaboration and workplace design.

A strategic need for reinvention

Nine in ten IT leaders in the region see a broader redesign of the digital workplace as essential to helping employees use AI effectively. Many organizations continue to operate 

with structures that limit personalization and slow down integration of AI-driven support. These constraints directly affect employee experience and make it harder to realize the value of AI at scale.What sits beneath these challenges is a wider issue. Most digital environments were built long before AI was part of day-to-day work. Legacy processes, fragmented tools and inconsistent service models make it difficult to introduce new capabilities quickly or reliably. In many organizations, departments use different systems and support models, which creates gaps that prevent AI-enabled workflows from scaling smoothly.

The result is a workplace capable of supporting current operations but less prepared to adapt to new ways of working. Without more flexible structures, common data standards and clear ownership of the digital experience, AI remains restricted to working in isolated pockets rather than across the entire business. 

These limitations explain why many organizations see potential in Gen AI but have struggled to turn early interest into real progress. This is why strengthening the workplace environment matters. Once the basics are in place and work smoothly, Gen AI can make a far more practical impact. 

The missing piece in Latin America’s Gen AI plans

New beginnings with Gen AI

By handling repetitive or time-consuming tasks, generative AI gives people more room to focus on the parts of work that rely on human judgment and creative thinking. The research shows that 82% of IT leaders agree that automating operational processes will help employees focus on more meaningful, high-impact activities.

More than 84% of IT leaders in the region expect generative AI to influence how teams collaborate and organize their day-to-day responsibilities. The challenge now is applying it in a way that pilots translate into progress across the wider organization. 

Where leaders are focusing.Lenovo’s research highlights three areas where forward-looking businesses are concentrating their efforts.

• Productivity and engagement – using AI to remove everyday friction and help employees focus on work of higher value.• Personalization – tailoring devices, applications and support through intelligent automation.• Empowerment – aligning technology and culture so innovation spreads naturally across teams.

The roadblocks to workplace transformation

Most IT leaders (97%) say digital workplace change is essential, but more than half (58%) admit they haven’t taken the first step. A lack of direction is the biggest barrier. In fact, 62% of IT leaders in the region say they don’t have a clear vision or roadmap for transformation. Without it, even the best technology plans are at risk of losing focus before they start. 

Competing priorities add further complexity. According to the research, 45% of respondents say day-to-day IT demands pull resources away from long-term goals, while nearly half (47%) lack the expertise to manage change at scale.Progress becomes more achievable when teams have a shared sense of direction and when leaders reinforce a plan that links modernization to business outcomes.

How to build a strategic vision

With so many IT leaders citing a lack of vision as their biggest challenge, the first step in any transformation journey is to define what success looks like. Lenovo’s Work Reborn research outlines three practical actions to help leaders create that strategic vision and connect Gen AI adoption to business objectives.

1. Define clear objectivesSet goals that align with business priorities. That could be improving productivity, driving innovation or enhancing employee experience. When objectives are specific, investment decisions and success metrics follow naturally.
2. Understand employees and cultureTransformation works best when it reflects how people actually work. Involving teams early helps surface the patterns and pain points that shape effective adoption.
3. Draw on external expertiseTrusted partners offer guidance shaped by previous implementations, helping organizations accelerate progress and sidestep issues that often slow large-scale change.

Overcoming competing priorities and lack of understanding

Daily pressures will continue, so transformation should progress alongside existing demands instead of competing with them. Many IT teams are still managing security, infrastructure upkeep and support requests, which leaves limited time for long-term planning.

Progress becomes more realistic when some of the day-to-day load on IT is reduced. Some AI-assisted support tools can help with this early on because they automate straightforward tasks such as classifying issues, suggesting likely fixes or speeding up routine ticket handling. These capabilities don’t rely on wider workplace changes, but they do reduce the operational load on IT. With more time available, technical teams can concentrate on wider transformation work.

To maintain momentum, leaders can:

• Link digital transformation to specific business outcomes and KPIs.• Share early improvements in efficiency and employee experience to build support.• Encourage cross-functional collaboration so change is shared rather than owned solely by IT.

As transformation progresses, the types of challenges organizations face will likely change. Technical hurdles, adoption issues and skill gaps can emerge at different stages, so it helps to plan for them early and keep teams aligned on the purpose and direction of the work. When there is a shared understanding of what the organization is trying to achieve, it becomes easier to navigate complexity and maintain steady progress toward a more adaptable digital workplace.

Reinvention that drives real impact

Latin American businesses are already using generative AI in practical ways, from automating IT tasks to enhancing service delivery. The next stage is scale from isolated projects into organization-wide progress. That shift depends on rethinking digital workplaces, so AI becomes a natural part of daily operations.

To move from potential to performance leaders need a coordinated plan that brings together:

• Organizational commitment across teams and departments.
• Integration that connects systems and data in a stable way.
• Change management that helps employees adapt with confidence.
• Continuous learning to strengthen digital skills and build long-term capability.

When these elements align, organizations begin to see gains in productivity and engagement. Leaders who stay focused on execution and skills development are better positioned to turn AI into measurable business impact.  

Explore more insights from Lenovo’s Work Reborn research series, including detailed recommendations for successfully transforming your digital workplace.