Australia’s AI Culture Wars Are Holding Businesses Back
Australia is at a tipping point when it comes to artificial intelligence. Across sectors, AI is disrupting traditional ways of working and creating opportunities to improve efficiency, innovation, and customer experience. Yet in many workplaces, there’s a growing tension, some employees and leaders are eager to embrace the technology, while others remain sceptical, even banning staff from using it.
Recent Roy Morgan research highlights this divide - finding that 65% of Australians believe AI creates more problems than it solves, and one in four workers are prohibited from accessing the technology at work. These figures reflect more than caution, they signal a gap in understanding, strategy, and culture, that is slowing adoption.
Culture and mindset are the biggest barriers
The greatest obstacle to AI adoption isn’t the technology itself; it’s the way organisations think about it. Many business leaders still don’t fully understand AI’s capabilities or its limitations. This knowledge gap often results in short-term trials, poorly executed pilots, and investments that fail to deliver tangible outcomes. When results don’t appear instantly, organisations walk away, convinced AI isn’t for them.
Without that cultural buy-in, even the best AI systems will fail to reach their full impact. A supportive culture makes all the difference in whether AI delivers real results. Our AI phone agent, Otto, helps businesses automate routine phone orders, allowing staff to focus on higher-value, face-to-face interactions.
Investment in skills and knowledge is surprisingly low
It’s still surprising how few organisations are investing in the people and expertise needed to bridge the AI knowledge gap. Hiring specialists, upskilling teams, and creating clear adoption strategies are essential steps to experience real value from AI. Those companies that treat AI as a tool for growth, rather than a one-off experiment, are already seeing the benefits, increased efficiency, improved decision-making, and enhanced customer experiences.
Generational divides and scepticism
Part of the AI culture war reflects generational differences in the workplace. Younger employees tend to experiment with AI naturally, integrating it into their workflows, without much hesitation. Older generations, often in leadership roles, may be more cautious, shaped by years of managing risk in traditional ways.
Overcoming this scepticism requires education, transparency, and inclusion. Leaders need to demonstrate how AI can complement human work, rather than replace it. By involving staff in the adoption process and highlighting real-world benefits, organisations can reduce fear and instead foster curiosity.
Moving past fear to realise potential
AI is inevitable, and hesitation only leaves organisations further behind. Success requires more than technology; it demands culture, patience, and iteration. The companies that thrive will be those that embrace AI responsibly, educate their teams, and focus on long-term growth and capability rather than short-term cost-cutting.
The way Otto approaches AI is simple. It’s there to empower people, not replace them. When used the right way, it frees employees to focus on connecting with customers and delivering great service, the things humans do best.
Australia has a choice. We can either let fear dictate our adoption of AI or we can invest in understanding, culture, and capability, and unlock the full potential of the technology. For businesses willing to commit, the rewards are substantial.
By Scott Fox, Chief of AI at Otto, Australia’s first AI ordering telephone agent