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Enterprise Connect
March 23-25, 2027
MGM GrandLas Vegas, NV
The Softer Side of AI

The program at last month’s Enterprise Connect 2026 was heavy on AI topics – no surprise. What did surprise me, however, was that some of our best-drawing sessions dealt with the “softer” aspects of AI: How to build and manage teams in an AI world; how the contact center workforce is likely to evolve as AI’s role continues to grow; and how to bolster security most effectively as AI expands the attack surface that hackers can exploit in targeting your enterprise.

Even on the conference’s final day, Max Ball of Forrester drew a full room for his presentation, “Where are the humans in the contact center of the future?” We’d asked Max to look 3 – 5 years out to forecast the roles where agents will still hold sway, and those that AI will be competently handling. He outlined a shift from AI’s current role - primarily for agent assist - toward an environment where AI handles the bulk of interactions, and agents serve as “Bot Unblockers,” also known as humans-in-the-loop, who step in or are summoned when bots can’t resolve a problem.

Anything the bot unblocker agent can’t unblock will escalate to an associated role, which Ball calls the “process SME (subject matter expert)” described as, “the hardest job in the contact center.” This will be the person who deals with customers in the most fraught scenarios – say, a gravely injured employee whose workers compensation claim has been denied.

To implement these changes, Ball envisions a new org chart headed up by a VP of Support, who will oversee three pillars: Human Support, i.e., the human agent workforce; Support Operations and Optimization, an update of the Ops group tasked with optimizing both the human workforce and AI capacities; and Head of AI Support, whose main role would be analyzing the effectiveness of deployed AI agent capabilities, as well as ensuring knowledge management systems are kept current and integrated effectively.

In another session, focused on security, consultant Robert Harris of Communications Advantage approached deepfakes and other emerging AI-related security challenges with a historical and psychological perspective. Harris said deepfake voice and video attacks have “less to do with realistic voices [and images], and more to do with context.

“Deception is not dependent on advanced technology,” he said. Rather, many successful attacks are “technically mediocre…. Successful attacks fit into an existing workflow, exploiting trust in the process.” They also play on their human targets fear and/or stress: “Authority and urgency are used to undermine skepticism,” Harris said. That’s why many early examples of deepfake attacks feature impersonation of a CEO or other top executive – who’s going to be the first person in the meeting to call out them out? “Hey, I don’t think you’re really Elon…. Are you a deepfake?”

Ultimately, perception is 80% internal, i.e., mental or emotional, and only 20% external, that is, based on the evidence of the senses, Harris said. To adjust for this reality, the company must build safeguards into its corporate culture – “Culture is the answer to that 80% problem.” In practice, according to Harris, this means being open about “near misses” when security breaches are narrowly averted; normalizing multi-leveled verification before admitting participants to collaboration sessions; removing stigma from escalating security issues (like in the CEO example above); and “separat[ing] empathy from authentication in customer interactions.”

The bottom line from both these presentations is that enterprises must level up their cultures, processes, and awareness to ensure that AI does more good than harm to the business. It’s an issue I’m sure we’ll be revisiting over the coming year.





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