Ingka Group | IKEA has transformed into a data-driven leader in life at home. Their ambition is to lead the movement to promote reliable use of data and algorithms.
In our latest Q&A, we spoke with Francesco Marzoni, Global Data & Analytics Officer at Ingka Group. Explore how IKEA AI is shaping retail and Ingka Group | IKEA’s approach to responsible deployment.
Penelope Sosa: Is AI-driven technology being explored at IKEA to enhance customer experiences both online and in-store?
Francesco Marzoni: We are constantly innovating to meet our customers’ needs and dreams about living at home. But our goal is not only to innovate, but to take responsibility. This is especially true for approaches to AI. One example is how to explore AI to democratize home interior design by providing personalized recommendations, smart home solutions, and augmented reality applications. Combining deep knowledge and passion at home with the latest developments in spatial computing and AI, we will make our customers unique interior designers. Another example is fulfillment, and more specifically ordering orchestration and capacity planning. Every five seconds, a single order is processed by an AI model that identifies the fastest and cheapest fulfillment unit for that order. So, enter your Billy Book Case into your living room in the fastest way.
PS: What steps does IKEA take to ensure responsible deployment of AI across global operations?
FM: We committed to responsible AI in 2020 and translated IKEA values into AI. We are one of the first companies to adopt digital ethics policies and are proud to be recognized as an early adopter of EU AI law. It focuses on creating modular AI governance frameworks (risk approaches, risk assessment processes, and working methods). Their structure is defined by our values, not by law. This makes it easier to adapt and adapt to AI development and legal changes, while maintaining a structured and cohesive approach. There is a repository of AI systems with clear ownership. Our supplier agreement requires partners to obtain approval for AI use and ensure transparency. We also invest in our entire AI literacy programme to empower and equip our colleagues with the appropriate knowledge and skills needed to confidently and responsibly navigate the AI world.
PS: What challenges do you face in balancing AI-driven automation and maintaining a meaningful role for workers?
FM: Technology change continues to challenge all organizations to actively adapt. That’s why IKEA employs technology in a human-centric way. Our approach to AI is guided by the principles of fairness, transparency and peer engagement. Looking at how AI affects the workforce makes an important distinction between jobs and tasks. AI is often more effective at automating individual actions or steps within a job than fully automate a job. And that’s what we want to do with IKEA, automate certain tasks and support our colleagues in the work of our colleagues to help our customers get faster results. AI must be used to empower colleagues and strengthen their capabilities and decision-making. AI is not a replacement for human intelligence, creativity, or empathy.
PS: What was the last thing you used AI for fun?
FM: I have a database containing historic tennis results (I am still a competitive player on the senior tour). Previously, we only supplied personalized dashboards (which is still being updated to date), but now we also provide conversational analytics engines that alert you with breakthrough results and performance patterns and specific categories of enemies or surfaces. I had my last official match yesterday, so this morning I chatted with an AI tennis agent 🙂
