Exploring the AI Landscape: Expert Insights and Practical Applications.

Nowadays, hardly any gathering is without talk of artificial intelligence—how it will impact the future of work, how it will deprive people of their jobs and livelihoods, and how it will, in one way or another, take the place of humans.

This is only natural; anything new is bound to spark fears—fears that are amplified and blown out of proportion by various media outlets, which exploit human instincts and nature. Consequently, people are left with only two mindsets: either embracing this new development or rejecting it. This is already happening; most of you have likely encountered such discussions—talk of organizations laying off staff in favor of automation and AI, or the notion that anyone who fails to master interacting with ChatGPT is falling behind the pack and missing out on every opportunity.

The problem with this argument, from my perspective, is the wave of fear-mongering— and why is it a problem ?

In short, working under the shadow of fear is perilous; while you urge workers to advance and familiarize themselves with artificial intelligence and its architecture, they find themselves tethered to the very skills they labored for years to acquire. Without further ado, I will cite an example from a sector that, at first glance, appears to be the hardest hit: the artistic production sector. In my view, this sector is divided into three categories based on the scope of operations:

Category 1 : Individuals (freelancers) who receive varying fees for executing specific artistic work (filming, editing, graphics, motion graphics, sound, music, and the like).

The second category consists of small companies that resemble freelancers in terms of structure, yet are more extensive in terms of relationships, capabilities, and team size.

The third category consists of major companies—typically organizations with massive production capabilities for series and films across various genres—that are linked to satellite channels, cinema, or the recently emerged digital space, or a combination of all these.

At first glance, this sector—with all its various divisions—may appear to the hasty observer as already devastated. But is the destruction truly that severe? It is true that AI models have revolutionized the field by generating images, scripts, documentary texts, audio, translations, and other essentials; yet, to fully grasp this impact, we must distinguish between two groups:

1. The first is the independent content creator—such as one targeting a broad audience on social media—who has found a tremendous resource in artificial intelligence; it has enabled them to accomplish and execute tasks they were previously unable to—or had not even dared to dream of—achieving. There is no doubt that they have benefited; indeed, I believe the number of video creators in Arab societies will grow significantly over the next five years, driven by the current AI revolution.
2. Second : the business segments within this field that I mentioned earlier. Have they been affected? Let’s take a quick look at them.

The first category—freelancers : There are two groups within this field.

1. The first group —the rising generation or the youth—is currently shining through what it can learn and deliver. This group has blended the knowledge and artistry of the past with the artificial intelligence models that surprise us day after day. As for why this group is excelling, I believe there are two reasons:
2. First : Because they are young, up-to-date, knowledgeable, visionary, and striving for excellence.
3. Second : Organizations do not wish to deal with the older generation (we will get to that shortly); any CEO of a small company...

...or a medium-sized one, looking to experiment with AI and wanting to work with a young person perceived as being more up-to-date on the subject than others.

1. The second category : those in their forties and above—the "Old School." Undoubtedly—based on personal observation and various readings on the subject—this group has been significantly affected, for several reasons, including:
2. First , there is significant resistance to artificial intelligence among this group (though certainly not all of them), and this resistance stems from several reasons, including:
3. Age (perhaps)
4. Not compromising on art
5. The long-standing desire to achieve perfection in one's work (or the product)—or what we commonly call "perfectionism."
6. Failure in AI Model Learning
7. Frustration with society (perhaps a sense that appreciation, rather than being sidelined, is inevitable)

These reasons, among others, make the problem complex—both for the individual concerned and for those around them attempting to persuade them.

Secondly , the labor market has essentially been trying to phase out this group—even before the advent of artificial intelligence. Founders often find themselves dealing with individuals who are sharp-tempered and difficult to work with, making mutual understanding and compatibility inherently challenging.

Okay... what does this mean?

This means that this group is affected—affected by AI, as well as in its absence—and those who fit its profile continue their work in several scenarios:

The first case : an organization founded by individuals from the older generation (who typically resort to hiring acquaintances of their acquaintances—people who fall within a similar age group).

The second scenario involves those who have grown within the organization—an institution that has no desire for renewal and harbors resistance toward artificial intelligence and perhaps even innovation itself, given that renewal is costly, exhausting, and demands endurance and patience. Yet, this situation cannot—and will not—last.

The third case : demonstrating a unique form of scarcity—such as indispensable high-level skills, advanced knowledge, or distinct capabilities—that renders any organization unable to part with the individual.

The fourth scenario involves a deeply rooted societal belief that cutting off someone’s livelihood is akin to taking their life. Consequently, some founders try to work with this group as long as possible, hoping to avoid the guilt and regret associated with depriving them of their income. While this approach sometimes succeeds, at other times it yields counterproductive results for the individual—and potentially for the organization itself.

So, what must this group do to survive?

From a colleague who has been through this stage to another who is still living it, I say:

First , find your place; we are not here to race to prove who is right and who is wrong. Observe those who are younger—teach them and learn from them—acquire new skills, and do not fear competition; after all, businesses thrive on competition and the drive to surpass it.

Secondly , present your traditional skills independently of artificial intelligence; human artistry will endure as long as the earth and all upon it remain. Showcase your mastery, for your skills are in demand—regardless of claims to the contrary. Do not be misled by social media advertisements or the opinions of bloggers who lack any real understanding of imagery or sound. Companies seek you out because of your proficiency; for most of them, mastery outweighs the kind of creativity often attributed to up-and-coming young talent.

Thirdly , always remember that you are still in your prime for making a contribution; do not yield to the notion that you have grown too old to learn. On the contrary, you possess insights that elude them—even regarding artificial intelligence and its models.

Fourth : Seek help and collaborate with those younger than you; be open to ideas, and always remain positive.

The second category: small enterprises.

I do not have much to say about these companies, other than that I view them as the most vulnerable; by their very nature, they already share their workload with freelancers—a practice that predates AI and is unrelated to it. AI poses neither a problem for these firms nor a threat to their staff, primarily because employees in such organizations already handle multiple roles. It is quite common, for instance, for the photographer to also be the graphic designer, or for the CEO—in addition to managing the business—to be the one cleaning the office. The only chance for these companies to survive is to grow and attempt to capitalize on opportunities as much as possible.

The third category: major companies.

And this is a problem, in several respects...

First : In terms of the impact on them as entities, they are flourishing—naturally, contingent upon their ability to deliver their products and to open up avenues where business activities and production accelerate.

Secondly , regarding the impact on the workforce—which is the focus of our discussion—the effect is significant. Thus far, translation and writing departments appear to be heavily affected. While most other departments have not yet experienced a tangible impact, it is only a matter of time before an organization—let’s call it Organization X —approaches the company with an AI-driven technological solution that eliminates the need for dozens of employees. It is also only a matter of time before the company accepts this offer and, following a full trial period, dispenses with those staff members.

In reality, these specialized companies constitute the largest specialized community for content creation—encompassing imagery, audio, and the written word—contrary to the common assumption that this role belongs to commercial enterprises or advertising agencies; a single major channel, for instance, may employ hundreds, if not thousands, of specialized professionals.

So... what should be done?

I believe these institutions bear some responsibility for paving the way for this transition; it is crucial to avoid a hasty, irresponsible shift that could lead to numerous major errors within the organizational system. On the other hand—to you, the technical employee—do not rely solely on them; prepare yourself without fear. They are slow to act, so you have both the time and the capability. Learn and develop your skills as much as you can; with this knowledge, you will either be ready to compete with freelancers or secure an indispensable position within that institution—or elsewhere.

The bottom line is that the impact is inevitable, though it won't happen overnight; while the field may appear simple in the age of AI, it is actually multifaceted and complex—in ways that only those deeply immersed in it truly grasp.