In recent years, Klarna, a leading fintech company specializing in buy now, pay later (BNPL) services, has been at the forefront of integrating artificial intelligence (AI) into its operations. The company’s AI assistant, launched in early 2024, quickly demonstrated its efficiency by handling approximately two-thirds of customer service interactions within its first month. This rapid adoption led to significant cost savings and operational efficiencies, with the AI performing tasks equivalent to those of 700 full-time employees. Customers benefited from reduced resolution times, averaging less than two minutes per inquiry, and a 25% decrease in repeat issues. The AI assistant’s multilingual capabilities further enhanced Klarna’s global reach, effectively communicating in over 35 languages across 23 markets.
Despite these impressive metrics, Klarna’s leadership recognized the irreplaceable value of human interaction in customer service. CEO Sebastian Siemiatkowski acknowledged that while AI excels in handling routine tasks, it falls short in delivering the empathy and nuanced understanding that complex customer issues often require. This realization prompted a strategic pivot: reintegrating human agents into the customer service framework to address more intricate and sensitive inquiries.
In May 2025, Klarna announced plans to recruit new customer service personnel, emphasizing the importance of providing customers with the option to engage with human representatives when desired. Siemiatkowski highlighted the necessity of balancing AI efficiency with human empathy, stating, From a brand perspective, a company perspective, I just think it’s so critical that you are clear to your customer that there will always be a human if you want. This approach aims to offer a VIP customer service experience, where human interaction is positioned as a premium service, akin to the value placed on handcrafted products.
To implement this strategy, Klarna is exploring innovative staffing models, including a flexible, remote workforce reminiscent of the Uber-type setup. This model seeks to attract a diverse pool of talent, such as students, professionals, and entrepreneurs, by offering competitive pay and the flexibility to work from various locations. The goal is to replace the thousands of outsourced positions with in-house talent, thereby enhancing service quality and fostering a more cohesive company culture.
This shift underscores a broader industry trend where companies are reevaluating the role of AI in customer service. While AI offers undeniable benefits in terms of speed and efficiency, it lacks the emotional intelligence and adaptability that human agents bring to complex or emotionally charged situations. Studies have shown that a significant majority of customers prefer human interaction, especially when dealing with sensitive issues. By integrating AI to handle routine inquiries and reserving human agents for more complex cases, Klarna aims to strike a balance that leverages the strengths of both.
This balanced approach not only enhances customer satisfaction but also addresses potential reputational risks associated with over-reliance on AI. By ensuring that customers have access to human support when needed, Klarna demonstrates a commitment to quality service and responsiveness to customer preferences. This strategy also reflects a nuanced understanding of the evolving dynamics between technology and human labor in the financial services sector.
In conclusion, Klarna’s decision to reintegrate human agents into its customer service operations represents a thoughtful recalibration of its AI strategy. By acknowledging the limitations of AI and valuing the irreplaceable human touch, Klarna positions itself to offer a more empathetic and effective customer service experience. This move not only enhances customer satisfaction but also sets a precedent for other companies navigating the complex interplay between technological innovation and human-centric service.
