삼성의 승부수: 'AI 네이티브'를 향한 거대한 조직 DNA의 재설계 > K-wave Trends

Samsung's current AX strategy focuses on a complete redesign of eight core business processes—ranging from Research & Development (R&D) to production, logistics, marketing, and management support—based on AI. The decision to officially introduce external generative AI services such as ChatGPT, Gemini, and Claude to all affiliates—which were previously strictly restricted on the internal network for security reasons—is a very bold move. This is not merely the introduction of auxiliary tools to increase work efficiency, but a strong expression of the will to transform the very way of working into an AI-native environment. Each affiliate plans to establish detailed operational policies tailored to their job characteristics while simultaneously building a sophisticated security system that maximizes AI utilization while keeping data safe.

The most significant feature of this innovation is that it is a 'Top-down innovation' led directly by the CEO. In his New Year's address, Chairman Lee Jae-yong ordered a complete change in the organization's DNA, and as a first step, organized an 'AX Bootcamp' for about 50 presidents across all affiliates. Based on the judgment that the CEO's AI literacy determines the success or failure of a company, the presidents themselves participate in hands-on training, present plans for business process innovation, and declare a shared vision, thereby leading substantial change. This reflects Samsung's philosophy that digital transformation of the entire organization is only possible if leaders understand and know how to use technology first, and it reflects a sense of crisis that improving the organization's constitution is impossible without changes from management.

Following the presidents, the three-day intensive residential training for approximately 2,300 executives is a key scene demonstrating Samsung's AX execution power. Conducted in phases at the Samsung Electronics Human Resources Development Center and the Creative Center, this training is not limited to theoretical education but consists of hands-on programs focused on how to immediately apply AI in the field. Executives participating in the training express amazement at the productivity revolution that AI will bring, while also sharing a desperate sense of crisis that they could be left behind if they do not change. Samsung's roadmap to complete training for all employees within this year proves how quickly this massive organization intends to establish an AI-centered work culture.

In terms of organizational structure, Samsung also plans to support its execution by establishing dedicated AI organizations for each affiliate. These organizations will establish AX promotion strategies optimized for the characteristics of each company's business, and will be in charge of systematic operation and management of data and models, as well as cultivating in-house AI talent. This is a strategic move to increase the speed of AI transformation for the entire group while reducing trial and error that each affiliate might face and maximizing synergy. It is a part where one can see Samsung's sophisticated management strategy to catch two rabbits—security and productivity—through group-level governance, moving away from fragmented AI adoption methods.

Industry experts evaluate Samsung's attempt as an accurate diagnosis that defines AI not as a mere technical tool, but as a core means of management innovation. Whether Samsung's success DNA, which turned crises into opportunities through bold challenges during past digital transformations and mobile innovations, can be reproduced in this AI era is a matter of keen interest. In particular, the goal of internalizing AI into internal decision-making structures and work culture beyond building a product ecosystem seems to be an inevitable choice for Samsung, a massive corporation, to take the lead in the 4th Industrial Revolution era. The remaining task now is to move beyond declarative goals and into the realm of execution, creating tangible results in the field.