The conversation around Artificial Intelligence often conjures images of rapid, disruptive change. While the data on AI's potential is vast, what does it mean for businesses on the ground, particularly in Minnesota? On the July 2025 Workforce Wednesday session, we heard from leaders at two Minnesota employers, Vivid Image and Harmony Enterprises, who offered real-world perspectives on integrating AI into their operations, highlighting both the opportunities and the practical considerations.
This article is the third in a three-part series, written with the assistance of AI, covering what was discussed during the Workforce Wednesday session in July. AI is a hot topic in general and is clearly of high interest to Minnesota employers: 416 people attended July’s session. This blog series will break down what was covered on the session, but you are also invited to visit the Workforce Wednesday archive to watch a recording of the session, download a PDF of the presentation materials and access related resources.
Setting the Stage: Who They Are and What They Do
Vivid Image, a digital marketing agency based in Hutchinson has navigated 30 years of technological shifts, pre-dating even Google. Vivid Image Founder and President Steve Gasser isn't just focused on preparing his own company but on equipping his clients—largely family-owned businesses in rural areas—to leverage AI to stand out and become the "obvious choice" for their customers. He sees AI as a powerful tool to level the playing field for small businesses that may compete with larger organizations.
Harmony Enterprises, a fifth-generation family-owned manufacturer of waste handling and recycling products, is based in Harmony, a rural community in southeast Minnesota. Lane Powell, their New Business Development Manager, is spearheading the company's early AI exploration, particularly in purchasing and production workflows. Harmony Enterprises, with 75 employees, recognizes the imperative to integrate AI, understanding that their competitors surely will. Powell says he was initially apprehensive about utilizing AI, due to poorly executed AI-generated emails and he emphasized the critical need for balancing AI with human input and oversight.
AI in Practice: From Strategy to Staff Implementation
Both Gasser and Powell offered practical insights into how AI is being used or tested within their organizations:
- Vivid Image: Empowering Clients with Strategic AI Use. Gasser's core mission is to help his clients effectively use AI for marketing and strategy. He emphasizes the importance of specific and well-crafted prompts when interacting with AI. Instead of general requests, users should define the "expert" persona for the AI (e.g., "You are Gordon Ramsay..."). This level of detail significantly reduces "hallucinations" and leads to more accurate and useful outputs. He also highlights AI's role in automating repetitive tasks, saving time and allowing for more "deep work"—focused, productive time for knowledge workers.
- Harmony Enterprises: Upskilling the Existing Workforce. For Harmony Enterprises, located in a rural area with a limited talent pool, the focus isn't on hiring new employees with AI expertise, but on upskilling their current workforce. Powell provided concrete examples:
- Investment in Integrated Systems: They are exploring AI to improve their Bills of Materials (BOMs) and routed times, which necessitates investing in new software that can integrate and utilize AI effectively. This is a significant business investment.
- Data Entry Automation: Their purchasing manager is using AI (specifically Professional GPT) for basic data entry, reducing "30 touches" to a single touch. However, they've encountered "hallucinations" and are partnering with technology companies like New Boundary Technologies for guidance and training.
- Leveraging Training Programs: Harmony utilizes programs like the incumbent worker training program from Workforce Development, Inc., allowing employees like Powell to take AI marketing courses and learn how to leverage AI more effectively while avoiding common pitfalls.
Addressing the Elephant in the Room: Hallucinations and Trust
The concern about AI "hallucinating" or providing inaccurate information was a prominent theme. Both Gasser and Mike Kutzke, from Ridgewater College and a fellow panelist on the July 2025 Workforce Wednesday discussion, underscored a crucial point: human intervention is always necessary.
- Prompt Development is Key: Gasser reiterated that detailed and well-defined prompts are critical for AI to generate accurate results. He even suggested a brilliant strategy: if the AI isn't giving you what you want, ask the AI what information it needs from you to provide the desired output.
- "Tech and Touch": Kutzke emphasized the "tech and touch" concept, where human validation is essential. He drew a parallel to human fallibility, reminding us that "AI is very human-like," and just as we don't believe everything humans tell us, we must validate AI's output. He shared a humorous anecdote about a student whose AI-generated resume claimed management experience at age 12, highlighting the absolute necessity of proofreading and human oversight.
- Adaptability is the Ultimate Skill: Kutzke also stressed that the most important skill for the future workforce is adaptability. The rate, intensity, and volume of change in the work environment are unprecedented, making the ability to adapt to evolving skill sets more crucial than ever.
AI and the Workforce: Jobs, Skills, and Policy
The discussion naturally turned to the impact of AI on jobs, particularly entry-level positions, and the perceived "skills gap."
- Skills Over Jobs: Cameron Macht from DEED, also part of the Workforce Wednesday panel, highlighted that skills and tasks will change much more rapidly than jobs themselves. The example of cashiers evolving over decades, from dispensing sodas to monitoring self-checkouts, illustrates how the core job remains but the required skills transform. Macht believes that individuals who understand how to use AI will have a significant advantage over those who don't.
- Augmenting, Not Replacing: When addressing concerns about AI replacing jobs, particularly in sectors with labor shortages like construction, Macht noted that most construction sub-sectors are not currently highly exposed to AI. While AI might enhance certain tasks (e.g., in recruiting or workforce development collaboration), it's not replacing core roles. The focus, especially in Minnesota's labor market, is on AI augmenting existing positions rather than replacing them.
- HR and AI: Opportunities and Precautions: The use of AI in HR was specifically discussed. Gasser mentioned using AI to compare candidate resumes to job descriptions to identify skill gaps and inform interview questions. However, he also cautioned that HR professionals need to be aware that candidates might use AI to tailor their resumes and cover letters to fit job descriptions. Kutzke expanded on this, explaining how if he were a job seeker, he would use AI to research a company's mission, vision, and values to customize his application, emphasizing that this practice can be seen as either "cheating" or "brilliant," depending on perspective.
- The Need for Workplace Policies: The conversation concluded with a crucial question: What policies can be put in place to ensure AI is used appropriately and safely in the workplace? This points to the growing need for clear guidelines and careful ethical consideration as AI becomes more integrated into business operations.
Looking Ahead
The insights from Vivid Image and Harmony Enterprises underscore that successful AI adoption isn't just about implementing new technology; it's about strategic integration, continuous learning, upskilling the existing workforce and maintaining human oversight and validation. As AI continues to evolve, adaptability and thoughtful policy development will be paramount for navigating this dynamic landscape.
