"Our company also introduced AI, but there hasn't been any particular effect."
This is a concern that many executives have recently expressed. After the GPT craze, everyone rushed to adopt AI, but the expected productivity revolution is nowhere to be found. While it seems like a big deal online, the reality for our organization is quite different. Some employees don't even utilize AI tools in their work, or they outright reject them! Even when they do use them, it's limited to processing simple, repetitive tasks. Why is that? It's because they're merely used individually for task assistance.
Regarding this, Microsoft CEO Satya Nadella recently delivered a profound message.
Now, the future of enterprises lies in creating a single Learning Loop by combining the concept of Token Capital with Human Capital.
Token assets? It might sound unfamiliar. However, we have gradually become accustomed to placing not only physical assets and financial assets but also human capital and digital assets alongside the term "assets." In the early days of the industrial economy, human capital was often dismissed as a mere pleasant cliché. However, as we entered the digital economy, human intellectual capacity, creativity, and digital literacy transformed into core competencies for businesses and nations. And now, with the advent of the AI era, the concept of token assets has become crucial.
To quote Nvidia CEO Jensen Huang, who recently appeared on 'You Quiz on the Block,' "Knowledge has now become like a common commodity. Knowing something itself is no longer scarce."
Instead, the skills required of humans have changed. The real competitive edge now lies in how well we develop and deeply utilize AI equipped with ultimate reasoning capabilities. In the same vein, the level of AI usage, or what is called token usage or token availability, has begun to be recognized as a new, and at times formidable and powerful, asset. Even those who are not adept at using AI already feel that the productivity of those who skillfully use AI is immeasurably greater.
Now, a company's competitiveness hinges on how many AI tokens it secures and how extensively it uses them. Token assets are no longer assets that operate independently of human capital. They have a multiplicative relationship, amplifying each other. No matter how abundant a supply of tokens a company secures, if there are few or no individuals who can utilize them to create unique corporate value, that company will ultimately merely run the same generic models everyone else uses. Conversely, no matter how talented an individual with outstanding expertise may be, if they lack the tokens to expand their capabilities, that knowledge remains trapped in their mind and cannot spread throughout the organization. Only when human capital and token assets combine to elevate each other is an irreplicable competitive advantage created.
**The Key Lies in Building a Self-Evolving Learning Loop System**
Based on this understanding, CEO Nadella strongly advocates for the establishment of a self-evolving learning loop system between humans and AI. This is an ecosystem where a company's unique knowledge and employees' expertise constantly interact with AI and evolve together. This loop operates in both directions. The more humans leverage AI to advance their work, the more AI learns, judges, and grows from the project itself and all its associated processes. Conversely, AI eliminates repetitive human tasks, broadens the scope of thinking, and elevates the baseline of productivity itself. With each turn of the loop, AI becomes better at the company's work, humans become more adept at leveraging AI, and the organization's unique knowledge base deepens. This is not mere efficiency improvement, but a virtuous cycle or a compounding structure where the gap widens with each iteration.
Source of Irreplaceable Competitiveness
For example, let's say we train an AI with the expertise in identifying defective products, accumulated by a quality control expert with 20 years of experience at a manufacturing company. This AI then enables even new employees to make quality judgments at a veteran's level, rapidly enhancing the company's overall quality standards. Both AI and humans can learn from new cases and become even more accurate than experts. We call this the AI Learning Loop.
This accumulated "token capital" becomes a unique asset that competitors can never imitate. This is precisely why, even when using the same ChatGPT, the results from Company A and Company B can be entirely different. Company A has accumulated its own corporate "token capital" to specialize the AI for its exclusive use, while Company B continues to use a general-purpose AI as is.
UniqueGood Company's AXIT System Learning Loop Example
Our company also recognized that the competitiveness of an AX organization ultimately stems from the AI platform that all members use daily. Thus, we launched an IT solution for AX transformation, dubbed the AXIT project. This platform has now become the company's core engine, managing dozens of projects simultaneously.
The secret is exactly as I mentioned earlier: we embedded an evolution loop within the system itself, allowing it to evolve as members use it.
Now, members handle all their tasks on AXIT. Just as they once used Slack or Notion, they now interact with agents on AXIT to carry out their work. Whether it's coding, design, or business planning, they perform their tasks in a single integrated environment, naturally conversing with both AI and colleagues, regardless of the domain. Whereas previously they might have accessed Claude, ChatGPT, and Gemini separately for different tasks, now all work is done in one place.
What's even more important comes next. If any inconvenience or desired improvement arises while using the system, anyone can immediately instruct the agent to make an enhancement. The system then immediately suggests better solutions and upgrades itself based on the feedback. In essence, the users themselves become the developers of the system.
And now, project development that once took over a month is completed in a matter of days to weeks. Thanks to this, members can concentrate on higher-value tasks, and that focus, in turn, leads to further system improvements. It's a virtuous cycle where people develop the system, the system saves people's time, and that saved time is then used to further develop the system.
Preservation and Expansion of Institutional Memory, Resilient to the Departure of Key Talent
One of the biggest fears for companies is the departure of key talent. Decades of accumulated know-how and tacit knowledge vanish in an instant. However, if a learning loop system involving all members is properly established, every employee's expertise and decision-making process naturally permeate into AI. Even if a veteran leaves, their knowledge remains in the organization forever through AI. Furthermore, this AI learns new cases and evolves into a more advanced form than the original expert. It's a realization of AI-powered collective intelligence that transcends individual limitations.
Leaders! Don't call consultants and delegate to employees; take charge yourselves!
In the era of AI transformation, the CEO's role is to lead all members to participate in the learning loop. The CEO and executives must first demonstrate collaboration with AI and create a culture where the entire organization learns and grows together.
Consulting with instructors or consultants has its limits. There are many great individuals. However, no matter how diligently the usage methods are taught, it will simply become another task for employees. Someone taking the lead and driving it company-wide? Such an individual does not exist. In fact, successful cases of AX transformation show that the CEO directly uses AI for strategic analysis and shares the process and results with executives and employees.
The goal is to instill the perception that "AI is not a tool only for special people," but rather "a fundamental tool for all tasks." This is the most important thing!
If a CEO, without this understanding, suddenly exclaims, "Hey! We need to properly adopt AI!" please tell that CEO to contact me.
Considering the speed of AI technology development, now is the golden time.
If you hesitate while leading companies are accumulating token capital, an unbridgeable gap may emerge later.
Especially for Korean companies, most are still in the early stages of AI adoption, so if they establish a proper learning loop system now, they can seize the opportunity to become industry leaders.
The AI transformation is not an option but a necessity. However, the core is not merely adopting a tool, but building a learning ecosystem where the entire organization evolves with AI.
Satya Nadella's proposed model of interaction between token capital and human capital is not just a theory. It's a proven strategy already being implemented and yielding results by leading global companies.
What stage is your organization at now?
Are you merely using AI as a tool, or are you leveraging it as a partner to expand your organization's intelligence?
UniqueGood Company also wanted to share today's story from the perspective of accumulating token capital. Please feel free to contact us if you wish to share experiences and grow together with us!
Thank you!
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