Andreas Welsch is a globally recognised voice in the world of AI, known for translating complex technologies into practical business strategies. As one of the most in-demand artificial intelligence speakers, Andreas has helped organisations across industries unlock the power of automation, intelligent systems, and data-driven decision-making.
With decades of experience in enterprise innovation and executive leadership, Andreas is widely respected among business speakers, leadership speakers, and technology speakers for his ability to cut through hype and focus on what truly drives results.
His expertise in generative AI and tools like ChatGPT places him at the forefront of conversations shaping the future of work, digital transformation, and responsible AI deployment.
In this exclusive interview with The Champions Speakers Agency, Andreas explores the evolution of agentic AI, the biggest adoption pitfalls businesses face, and why human-centred leadership is key to thriving in the age of intelligent machines.
Q: You’ve spoken extensively about ‘agentic AI’ — can you explain what this concept means in practice, and how it’s already reshaping tasks in the workplace?
Andreas Welsch: “So, there’s something really exciting happening in the software space at the moment, and that is indeed agentic AI. So what’s happening is a shift from how we work with the software and how software works to begin with.
“Instead of giving software rigid rules and instructions — if this happens, then do that — agents can all of a sudden take a goal that you, as a user, can give them. “Research and create an ideal customer profile” — if you’re in marketing, for example. Or if you’re in sales: “Find prospects and do outreach.” And based on that goal, the agent will define the steps that are necessary to go through.
“You can give it additional information — where to find prospects, what problems and what pain points your ideal customer has — so they can articulate that, and then bring back an answer or recommendation to you that you can act on if you would like.”
Q: When it comes to AI adoption, where do most companies go wrong — and how should they reframe their approach from the outset?
Andreas Welsch: “I would say one of the biggest mistakes that companies typically make is starting with the technology first instead of starting with the business strategy and the business goals. A lot of times I see a desire and a push — “We need to try out this new AI thing. It’s here. We want to see what it can do.”
“My recommendation usually is: instead, start with the business strategy. What are we actually trying to achieve in the next 12 to 24 months — or even 36 months? Do we want to double our revenue? Do we want to reduce our cost — and by how much?
“Then see how we can actually break this down into key performance indicators or process performance indicators that would tell us whether we are on track to achieving these goals. And then lastly, see what technology best aligns with that strategy, so you can reach those goals. It might be AI, but it might also be something totally different.”
Q: Once the initial hype around generative AI settles, what long-term impacts do you foresee for businesses and user experiences?
Andreas Welsch: “One thing I’m super excited about is seeing how AI can really impact and influence user experiences. You’ve seen this already if you use ChatGPT and Copilot and these tools — that we can interact with them in natural language, that they can generate text and audio and images and videos. But now also, all of this is coming together.
“So, we will very likely see new types of media — hyper-personalised to our preferences, to our experiences. Stories that change at the twist of a split second and personalise them to us and what we really engage with.
“We see AI making big impacts on drug development, material sciences — discovering new solutions to big problems that people have struggled with for a long, long time. And on a more practical term, businesses and the way they operate, the way they run their processes, will change significantly as well — because AI and agents can help businesses take over more of these tasks that are repetitive, but that are also much more complex.”
Q: As AI becomes embedded in everyday operations, how do you envision the evolution of human–AI collaboration within future workplace teams?
Andreas Welsch: “We’ll see hybrid teams of humans augmented with AI. Already today, AI is taking on specific tasks, but it’ll take on more aspects of a role going forward — and these are aspects that are more complex than “if this happens, then do that”. So that includes research, reasoning, and writing.
“Agents will work in teams to give you the best output, and everyone will become a leader and needs to learn how to articulate their objectives and their questions before delegating them to an agent.”
Q: For businesses taking their first steps into AI integration, what practical guidance would you offer to ensure a meaningful and scalable start?
Andreas Welsch: “My number one tip is: stop. No business needs more AI. Actually assess what you really want to accomplish and then see if AI can help. Look for quick wins and see how you can scale them.
“You’ll need champions or multipliers across the organisation that can help you scale into these different business functions — and that can also scout ideas and bring them back to your organisation.”
Q: Improving AI literacy across an organisation is no small task. What are the key steps leaders should take to build both competence and confidence among teams?
Andreas Welsch: “That’s such a fundamental point. So from my perspective, there are two steps — and also two levels.
“First of all, mix more formal training about the basics — what is AI, what is generative AI, how do these tools actually work (ChatGPT, Copilot and the like) — and mix that with practical application. Here’s how you can use that and really get hands-on.
“The most important thing then also is that your team members can actually apply this in their business, so that they can directly connect learning about these things and applying it in their daily work — so they see the benefits. That’s one aspect.
“The second aspect is approaching leaders and providing them with information about: what is AI, how can you use it in the business, how can we use that to inform our business strategy? So really, leadership development needs to be a priority as well — in addition to training team members and individual contributors on how to use it.”
