How AI is reinventing customer service – and what that means for jobs

What sounds like technical progress today will redefine entire job profiles in customer service in just a few years. Management consultancy Roland Berger surveyed more than 550 executives from various industries – with a result that could hardly be clearer: The use of artificial intelligence (AI) in service departments has long been a reality, but the real pace of change is yet to come.

Between automation and personnel change

Already, 95 percent of the companies surveyed use AI in some form – mostly in sub-processes, often invisible to the customer. Chatbots, automatic speech recognition, and simple routing systems have long been standard. But what lies behind the figures is crucial: it is not only work processes that are changing, but also the demands placed on staff. When AI takes over repetitive tasks, simpler activities come under pressure – while at the same time there is a growing need for highly qualified employees who are able to understand, control, and further develop intelligent systems. This does not only affect individual job profiles. In Germany alone, a significant number of jobs in call centers and customer service will have to be renegotiated in terms of their content, requirements, and in some cases even their existence.

Europe slows down – Asia pulls ahead

The international comparison is particularly striking. While Asian companies are already using AI for far-reaching functions such as sentiment analysis and personalized sales pitches, development in Europe is proceeding much more cautiously. Data protection, legal hurdles, and often internal inertia are slowing down the momentum. Roland Berger speaks of a structural lag – and means not only technology, but also mindset and strategy. Simone Schatto, Director at Roland Berger, sums it up: It's not enough to just install a few chatbots. If you want to use AI seriously, you have to restructure entire organizational units – from data management to human resources development. Without a clear concept, you're left with isolated digital solutions whose impact quickly fizzles out.

Three stages, one goal

The classification of the current levels of maturity is also interesting. Roland Berger distinguishes between three stages of development: from isolated automation to an integrated customer experience to the “AI champion,” where service runs almost completely automated around the clock. So far, hardly any European companies fall into this highest category. Most of those surveyed place themselves in the initial phase – with a lot of catching up to do. It is not surprising that the retail sector is comparatively far ahead: customer loyalty has always been a key issue here. In other industries, such as the consumer goods industry, however, there is often still a lack of concrete use cases or the necessary willingness to invest.

What counts now: the courage to transform

The study is more than just a snapshot. It is a wake-up call. While international competitors are already repositioning themselves, many companies in Europe are still hesitating. The question is no longer whether AI is coming, but how companies will respond to it. The recommendation of the study's authors is clear: if you want to remain competitive in customer service, you need a comprehensive strategy. And that starts not with technology, but with organization. It's about more than tools – it's about attitude. Companies that embrace change not only technologically but also structurally will have a decisive impact on the coming years. And not just in customer service. Link to the complete study: content.rolandberger.com