Curiosity and confidence are twin engines of innovation in today’s fast-evolving business landscape, especially when it comes to the intersection of artificial intelligence and communications. Nowhere is this more evident than in the case of Claudia Nwaogu, the global communications and media manager at CBRE—one of the world’s largest commercial real estate and investment firms. Nwaogu’s journey from AI curiosity to confident champion offers a blueprint for organizations striving to empower teams, personalize content, and drive engagement through technology, all while maintaining the humanity at the heart of communications.
For many business professionals, the mere mention of artificial intelligence generates mixed responses: excitement, trepidation, intrigue, and often, intimidation. The rapid proliferation of AI tools like ChatGPT, Microsoft Copilot, and other generative platforms means employees are increasingly asked to adopt new digital skills alongside their core responsibilities. Nwaogu’s own approach, as articulated in her interview with Ragan Communications, begins with empathy and practical experimentation—a philosophy especially relevant for communications teams that thrive on creativity, nuance, and human connection.
Her advice is clear and actionable: “Start small. You don’t need to become an AI expert overnight. Begin by experimenting with tools you already have access to—like ChatGPT or Microsoft Copilot. Try using them for low-risk tasks: summarizing meeting notes, drafting first-pass content, or brainstorming campaign ideas. These small wins build confidence and show you how AI can be a true partner in your workflow.”
By reframing AI as an “assistant, not a replacement,” Nwaogu helps demystify the technology. This distinction is critical for teams wary of automation. Rather than view AI as a threat to creativity or job security, communicators can see it as a creative collaborator that handles repetitive or labor-intensive elements, freeing them to focus on strategy, storytelling, and audience engagement.
Nwaogu notes, “With AI, we can now tailor content based on an employee’s interests, region, business line, or even their preferred format. That means someone in finance in the Americas might see different stories or highlights than someone in sales in APAC, and both feel like the content was made for them.”
This isn’t just a matter of convenience; research has repeatedly demonstrated that personalized content drives higher engagement, increases retention of key messages, and fosters a greater sense of connection between employees and their organizations. According to a Gartner survey, companies that prioritize personalized employee communications are 3.2 times more likely to report high engagement rates compared to those relying solely on generic messaging. AI makes it possible to automate this level of targeting without placing an unsustainable workload on overburdened communications teams.
Even Microsoft’s “Future of Work” reports emphasize that AI-powered personalization in internal comms “transforms employee experience, enabling organizations to deliver timely, context-aware information that supports productivity and well-being”. By leveraging AI, CBRE is demonstrating how enterprises can move beyond static communications and create truly dynamic, audience-centric content strategies.
The 6-week pilot convened a cross-functional group representing diverse business lines and regional offices, embodying the kind of holistic buy-in that’s essential for successful change management. Participants were encouraged not just to use the tools, but to document their workflows, share successes and failures, and engage in peer-to-peer learning.
This comprehensive approach produced several key outcomes:
The result? What began as a testbed for AI exploration has evolved into a blueprint for sustainable, scalable AI adoption—one that prizes trust, peer learning, and passionate advocacy over rote compliance.
“The challenge becomes: how do you bring people along for the journey in a way that feels empowering, not overwhelming?” she observes. Her answer involves a combination of transparency, empathy, and patience—what many experts now call “human-centric transformation.”
Providing “clear and practical guidance” is essential, as is fostering a “safe space for experimentation.” This means recognizing that an AI rollout isn’t merely about software deployment; it is fundamentally about trust-building. Change-resistant employees are more likely to embrace new tools when they see leadership listening to their feedback, addressing risks candidly, and offering ample opportunities for hands-on learning.
It’s a position echoed by industry authorities like McKinsey, which asserts that the most successful digital transformations are those where “organizations invest heavily in communication, training, and support, deliberately creating a culture of exploration”.
This sentiment will resonate with IT leaders everywhere. In the world of generative AI and large language models, “future-proofing” is a moving target. Companies like CBRE must not only monitor emerging tools but continuously optimize processes, provide upskilling opportunities, and maintain vigilant risk assessments as regulations mature and public expectations shift.
She also makes a compelling case for the value of human input. “Your voice matters… communications is about connection. Whether you’re writing a press release, a CEO speech, or an internal update, your ability to bring clarity, empathy, and authenticity to the table is your superpower. Don’t underestimate it.”
This emphasis on empathy and authenticity aligns with a recent Edelman Trust Barometer, which found that employees are 2.5 times more likely to trust communications from leadership perceived as transparent and empathetic, even when the subject matter is complex or rapidly changing. As organizations become more digital, maintaining this human touch becomes ever more critical.
Executives like Claudia Nwaogu are proof that AI curiosity—when nurtured through experimentation, thoughtful change management, and a deep commitment to human values—can unlock not only operational efficiencies, but a new era of meaningful engagement and employee empowerment.
For communications professionals and business leaders alike, the path forward is neither to resist nor to blindly embrace automation, but to engage actively with the tools, invite dialogue, learn iteratively, and above all, lead with purpose and empathy.
As the technology matures and capabilities multiply, the most successful teams will be those that combine technical innovation with agility, transparency, and an unshakeable focus on the human stories that ultimately bind organizations together. In an age of relentless digital transformation, it’s this interplay of curiosity, confidence, and connection that will define the future of work.
Source: Ragan Communications How CBRE’s Claudia Nwaogu is turning AI curiosity into confidence - Ragan Communications
Navigating the AI Frontier: From Curiosity to Competency
For many business professionals, the mere mention of artificial intelligence generates mixed responses: excitement, trepidation, intrigue, and often, intimidation. The rapid proliferation of AI tools like ChatGPT, Microsoft Copilot, and other generative platforms means employees are increasingly asked to adopt new digital skills alongside their core responsibilities. Nwaogu’s own approach, as articulated in her interview with Ragan Communications, begins with empathy and practical experimentation—a philosophy especially relevant for communications teams that thrive on creativity, nuance, and human connection.Her advice is clear and actionable: “Start small. You don’t need to become an AI expert overnight. Begin by experimenting with tools you already have access to—like ChatGPT or Microsoft Copilot. Try using them for low-risk tasks: summarizing meeting notes, drafting first-pass content, or brainstorming campaign ideas. These small wins build confidence and show you how AI can be a true partner in your workflow.”
By reframing AI as an “assistant, not a replacement,” Nwaogu helps demystify the technology. This distinction is critical for teams wary of automation. Rather than view AI as a threat to creativity or job security, communicators can see it as a creative collaborator that handles repetitive or labor-intensive elements, freeing them to focus on strategy, storytelling, and audience engagement.
The Power of Personalized Communications at Scale
One of AI’s most exciting—and arguably underrated—applications in internal communications is the ability to personalize content at scale. Traditionally, company newsletters, intranet updates, and CEO memos have been crafted as one-size-fits-all broadcasts. The result? Generic, impersonal messaging that risks disengagement and information overload.Nwaogu notes, “With AI, we can now tailor content based on an employee’s interests, region, business line, or even their preferred format. That means someone in finance in the Americas might see different stories or highlights than someone in sales in APAC, and both feel like the content was made for them.”
This isn’t just a matter of convenience; research has repeatedly demonstrated that personalized content drives higher engagement, increases retention of key messages, and fosters a greater sense of connection between employees and their organizations. According to a Gartner survey, companies that prioritize personalized employee communications are 3.2 times more likely to report high engagement rates compared to those relying solely on generic messaging. AI makes it possible to automate this level of targeting without placing an unsustainable workload on overburdened communications teams.
Even Microsoft’s “Future of Work” reports emphasize that AI-powered personalization in internal comms “transforms employee experience, enabling organizations to deliver timely, context-aware information that supports productivity and well-being”. By leveraging AI, CBRE is demonstrating how enterprises can move beyond static communications and create truly dynamic, audience-centric content strategies.
Building an AI-Ready Culture: Pilot Programs and Champions
One of Nwaogu’s signature achievements has been the launch of an internal AI pilot program designed to probe the full potential of available tools across CBRE’s global teams. Rather than approaching AI adoption as a top-down mandate, she emphasizes experimentation, knowledge-sharing, and ongoing collaboration.The 6-week pilot convened a cross-functional group representing diverse business lines and regional offices, embodying the kind of holistic buy-in that’s essential for successful change management. Participants were encouraged not just to use the tools, but to document their workflows, share successes and failures, and engage in peer-to-peer learning.
This comprehensive approach produced several key outcomes:
- A robust library of real-world use cases, accessible to other teams seeking inspiration or practical guidance,
- Clear frameworks for ethically and effectively deploying AI-generated content, addressing common challenges like data privacy and version control,
- The creation of an “AI Champions” program, empowering early adopters to act as mentors and advocates across CBRE’s global workforce.
The result? What began as a testbed for AI exploration has evolved into a blueprint for sustainable, scalable AI adoption—one that prizes trust, peer learning, and passionate advocacy over rote compliance.
Navigating the Complexities of Change Management
No digital transformation is without its hurdles. Nwaogu readily acknowledges that one of her greatest challenges is balancing the drive for innovation against the valid anxieties people feel about new technologies. From concerns about job displacement to fears around data privacy, the road to AI integration is often uneven.“The challenge becomes: how do you bring people along for the journey in a way that feels empowering, not overwhelming?” she observes. Her answer involves a combination of transparency, empathy, and patience—what many experts now call “human-centric transformation.”
Providing “clear and practical guidance” is essential, as is fostering a “safe space for experimentation.” This means recognizing that an AI rollout isn’t merely about software deployment; it is fundamentally about trust-building. Change-resistant employees are more likely to embrace new tools when they see leadership listening to their feedback, addressing risks candidly, and offering ample opportunities for hands-on learning.
It’s a position echoed by industry authorities like McKinsey, which asserts that the most successful digital transformations are those where “organizations invest heavily in communication, training, and support, deliberately creating a culture of exploration”.
The Pace of Progress: Keeping Up with AI’s Blistering Speed
Another challenge—one now endemic to almost every industry navigating the fourth industrial revolution—is the breakneck speed of AI innovation. “The AI landscape evolves so quickly that what’s cutting-edge today might be outdated in six months. I’m constantly learning, testing and translating that knowledge into something actionable for my teams. It’s a lot—but it’s also what makes the work so exciting,” Nwaogu admits.This sentiment will resonate with IT leaders everywhere. In the world of generative AI and large language models, “future-proofing” is a moving target. Companies like CBRE must not only monitor emerging tools but continuously optimize processes, provide upskilling opportunities, and maintain vigilant risk assessments as regulations mature and public expectations shift.
Empathy, Authenticity, and the Heart of Communication
Despite her evident tech savvy, Nwaogu’s approach is grounded in classic communications wisdom: experimentation, authenticity, and connection. She’s quick to remind her younger self and others in the field not to let perfectionism stifle learning. “Communication is a living, breathing process. The best insights often come from testing, iterating, and learning in real time. AI has only amplified that—now we can test messages, analyze sentiment and pivot faster than ever.”She also makes a compelling case for the value of human input. “Your voice matters… communications is about connection. Whether you’re writing a press release, a CEO speech, or an internal update, your ability to bring clarity, empathy, and authenticity to the table is your superpower. Don’t underestimate it.”
This emphasis on empathy and authenticity aligns with a recent Edelman Trust Barometer, which found that employees are 2.5 times more likely to trust communications from leadership perceived as transparent and empathetic, even when the subject matter is complex or rapidly changing. As organizations become more digital, maintaining this human touch becomes ever more critical.
AI in Action: Strategic Benefits and Potential Pitfalls
Notable Strengths
Operational Efficiency
By delegating administrative and repetitive tasks to AI—summarizing meetings, drafting initial content, scheduling posts—communications teams can devote more time to high-impact, strategic activities. This boost in productivity is borne out in multiple internal case studies, with organizations reporting up to 30% reductions in workflow bottlenecks after digital assistant adoption.Enhanced Personalization
The ability to micro-target internal content, as exemplified by CBRE’s pilot, maximizes relevance and reduces “message fatigue,” a key driver of disengagement in large organizations. AI can analyze feedback and adapt language, format, and timing to suit diverse teams—greatly enhancing inclusivity and reach.Real-time Analytics and Sentiment Analysis
Modern AI tools provide immediate feedback loops through automated sentiment analysis and A/B testing capabilities, enabling communicators to pivot strategies quickly and measure resonance with various employee segments. This data-driven approach is particularly valuable for multinational companies where culture and expectations can vary widely.Potential Risks
Over-Reliance and Deskilling
There is a real risk that dependence on AI tools could erode core communication skills—critical thinking, creative writing, nuance detection—if not accompanied by intentional upskilling. Leading consultancies like PwC warn that “AI should augment, not replace, the judgment and expertise of human communicators”.Data Privacy and Security
AI-driven personalization relies on the collection and processing of employee data, raising legitimate concerns about privacy, consent, and potential misuse. As data protection regulations (such as GDPR in Europe and CCPA in California) become stricter, organizations deploying employee-facing AI must implement robust safeguards and transparent policies.Bias and Stereotyping
If not managed carefully, AI-generated content can inadvertently amplify biases present in training data or algorithms. Continuous monitoring and diverse input in prompt engineering are essential for mitigating these risks.Change Fatigue
The relentless pace of technological change can overwhelm teams already grappling with hybrid work arrangements and shifting priorities. Without adequate resources and leadership support, even the most innovative AI projects may falter.Best Practices for Rolling Out AI in Communications
Drawing on CBRE’s experience and industry research, several best practices emerge for organizations seeking to combine AI experimentation with lasting empowerment:- Start with pilot programs: Identify low-risk areas (like drafting non-sensitive communications or supporting newsletter formatting) to test AI capabilities and build a foundation for broader adoption.
- Involve diverse teams: Encourage participation from multiple business lines, roles, and regions to maximize buy-in and discover unique use cases.
- Promote knowledge-sharing: Develop internal forums and “AI Champions” programs so power users can mentor others and drive incremental learning.
- Maintain transparency: Clearly communicate the goals, limitations, and data policies associated with AI adoption, inviting feedback and addressing concerns candidly.
- Emphasize the human element: Remember that AI is a tool, not a philosophy. The best outcomes occur when technology amplifies, rather than replaces, human connection and creativity.
The Future of AI in Corporate Communications
As AI becomes further enmeshed in the fabric of organizational life, the line between experimentation and expectation will continue to blur. In companies like CBRE, the lessons learned from early pilot programs are already shaping strategic priorities, guiding investments in upskilling, and informing how culture, technology, and leadership intersect.Executives like Claudia Nwaogu are proof that AI curiosity—when nurtured through experimentation, thoughtful change management, and a deep commitment to human values—can unlock not only operational efficiencies, but a new era of meaningful engagement and employee empowerment.
For communications professionals and business leaders alike, the path forward is neither to resist nor to blindly embrace automation, but to engage actively with the tools, invite dialogue, learn iteratively, and above all, lead with purpose and empathy.
Conclusion
Artificial intelligence is rewriting the rules of internal communications, but lasting impact hinges as much on people as on platforms. The journey from curiosity to confidence, exemplified by CBRE’s Claudia Nwaogu, demonstrates that with the right balance of experimentation, collaboration, and trust, organizations can transform AI from a source of anxiety into an engine of engagement.As the technology matures and capabilities multiply, the most successful teams will be those that combine technical innovation with agility, transparency, and an unshakeable focus on the human stories that ultimately bind organizations together. In an age of relentless digital transformation, it’s this interplay of curiosity, confidence, and connection that will define the future of work.
Source: Ragan Communications How CBRE’s Claudia Nwaogu is turning AI curiosity into confidence - Ragan Communications
