中層管理人員善于將高層領(lǐng)導(dǎo)者的夢想變成現(xiàn)實。但在人工智能項目方面,中層管理人員卻很難找到將高層的宏偉計劃和可行方案連接起來的橋梁。
德勤咨詢(Deloitte Consulting)的領(lǐng)導(dǎo)人和全球生成式AI負責(zé)人尼廷·米塔爾表示:“愿景與實踐之間出現(xiàn)了脫節(jié)。這種情況在我們的客戶和我們采訪的許多企業(yè)當(dāng)中非常普遍?!?/p>
米塔爾表示,公司面臨的挑戰(zhàn)在于堅持愿景的同時,負責(zé)并了解公司在實踐中存在的限制,如數(shù)據(jù)、技術(shù)和員工的技能等。
近日,在《財富》雜志AI頭腦風(fēng)暴大會的專題討論會上,米塔爾和其他多家公司的高管討論了“生產(chǎn)力悖論”,他們認為如果AI項目的規(guī)劃和執(zhí)行不夠縝密,“生產(chǎn)力悖論”可能讓AI的潛在好處大打折扣。據(jù)世界經(jīng)濟論壇(World Economic Forum)預(yù)測,到2035年,AI可能使公司的效率提高40%,這讓人們興奮不已,并且充滿了期待,但這種期待可能很容易就會變成失望。
Upwork CEO海登·布朗在談話時引用了一項調(diào)查的結(jié)果,這項調(diào)查體現(xiàn)了高預(yù)期與現(xiàn)實挑戰(zhàn)之間的差距:一家研究機構(gòu)調(diào)查了美國1,400家公司的AI策略,調(diào)查結(jié)果顯示,73%的公司高管對其AI策略充滿信心,但只有53%的管理者和副總裁同樣有信心。
布朗說道:”負責(zé)技術(shù)執(zhí)行的管理者和副總裁,不僅對如何執(zhí)行感到困惑,他們實際上非常擔(dān)心AI帶來的風(fēng)險和恐慌。他們過多地談?wù)搶I技術(shù)的擔(dān)憂和如何執(zhí)行該技術(shù),以及他們的工作或團隊的工作是否會被取代?!?/p>
這種擔(dān)憂并非空穴來風(fēng)。在兩天會議期間,與會者和演講嘉賓多次就AI技術(shù)對勞動力和社會的影響表示擔(dān)憂。Ritual.work創(chuàng)始人兼CEO阿迪夫·拉菲克在臺上接受采訪時表示,公司需要為AI時代更好地培訓(xùn)員工。拉菲克表示:“我們根本沒有做好準(zhǔn)備?!?/p>
Block TBD首席運營官艾米麗·趙,與德勤的米塔爾和Upwork的布朗一起參加了專題討論。她講述了這些問題對于她所在公司的影響。她表示,從高管到普通員工,公司內(nèi)部對于AI的擔(dān)憂相對平衡。Block TBD隸屬于杰克·多羅西的金融技術(shù)公司Block。Block TBD考慮的關(guān)鍵原則是,在采用新技術(shù)時,尤其是處理敏感個人信息時,需要慎重策劃,并做到平衡。
她說道:“現(xiàn)在,我們看到人人都將掌握這些工具。在金融服務(wù)業(yè),你剛剛發(fā)布一款產(chǎn)品,就會有詐騙分子試圖從各種各樣的角度進行欺詐和尋找漏洞?!?/p>
雖然這些風(fēng)險不容低估,但賽富時(Salesforce)首席道德與人道使用官寶拉·古德曼介紹了公司對AI的興奮和積極態(tài)度,公司強烈期待在各個部門試驗和整合AI技術(shù)。她認為,這些風(fēng)險能帶來創(chuàng)新的機會,培養(yǎng)信任,這符合公司的目標(biāo)。
布朗表示:“人們很想試用AI技術(shù),他們會問我們多快可以開始試驗?但從外部來看,我認為我并沒有看到脫節(jié)的現(xiàn)象,我看到的是興奮和一種風(fēng)險意識。這在我看來是一種非常樂觀的態(tài)度,因為AI并不新鮮,我們討論的風(fēng)險也不新鮮。人們在很久以前就開始尋找應(yīng)對這些風(fēng)險的解決方案。”(財富中文網(wǎng))
譯者:劉進龍
審校:汪皓
中層管理人員善于將高層領(lǐng)導(dǎo)者的夢想變成現(xiàn)實。但在人工智能項目方面,中層管理人員卻很難找到將高層的宏偉計劃和可行方案連接起來的橋梁。
德勤咨詢(Deloitte Consulting)的領(lǐng)導(dǎo)人和全球生成式AI負責(zé)人尼廷·米塔爾表示:“愿景與實踐之間出現(xiàn)了脫節(jié)。這種情況在我們的客戶和我們采訪的許多企業(yè)當(dāng)中非常普遍。”
米塔爾表示,公司面臨的挑戰(zhàn)在于堅持愿景的同時,負責(zé)并了解公司在實踐中存在的限制,如數(shù)據(jù)、技術(shù)和員工的技能等。
近日,在《財富》雜志AI頭腦風(fēng)暴大會的專題討論會上,米塔爾和其他多家公司的高管討論了“生產(chǎn)力悖論”,他們認為如果AI項目的規(guī)劃和執(zhí)行不夠縝密,“生產(chǎn)力悖論”可能讓AI的潛在好處大打折扣。據(jù)世界經(jīng)濟論壇(World Economic Forum)預(yù)測,到2035年,AI可能使公司的效率提高40%,這讓人們興奮不已,并且充滿了期待,但這種期待可能很容易就會變成失望。
Upwork CEO海登·布朗在談話時引用了一項調(diào)查的結(jié)果,這項調(diào)查體現(xiàn)了高預(yù)期與現(xiàn)實挑戰(zhàn)之間的差距:一家研究機構(gòu)調(diào)查了美國1,400家公司的AI策略,調(diào)查結(jié)果顯示,73%的公司高管對其AI策略充滿信心,但只有53%的管理者和副總裁同樣有信心。
布朗說道:”負責(zé)技術(shù)執(zhí)行的管理者和副總裁,不僅對如何執(zhí)行感到困惑,他們實際上非常擔(dān)心AI帶來的風(fēng)險和恐慌。他們過多地談?wù)搶I技術(shù)的擔(dān)憂和如何執(zhí)行該技術(shù),以及他們的工作或團隊的工作是否會被取代?!?/p>
這種擔(dān)憂并非空穴來風(fēng)。在兩天會議期間,與會者和演講嘉賓多次就AI技術(shù)對勞動力和社會的影響表示擔(dān)憂。Ritual.work創(chuàng)始人兼CEO阿迪夫·拉菲克在臺上接受采訪時表示,公司需要為AI時代更好地培訓(xùn)員工。拉菲克表示:“我們根本沒有做好準(zhǔn)備?!?/p>
Block TBD首席運營官艾米麗·趙,與德勤的米塔爾和Upwork的布朗一起參加了專題討論。她講述了這些問題對于她所在公司的影響。她表示,從高管到普通員工,公司內(nèi)部對于AI的擔(dān)憂相對平衡。Block TBD隸屬于杰克·多羅西的金融技術(shù)公司Block。Block TBD考慮的關(guān)鍵原則是,在采用新技術(shù)時,尤其是處理敏感個人信息時,需要慎重策劃,并做到平衡。
她說道:“現(xiàn)在,我們看到人人都將掌握這些工具。在金融服務(wù)業(yè),你剛剛發(fā)布一款產(chǎn)品,就會有詐騙分子試圖從各種各樣的角度進行欺詐和尋找漏洞?!?/p>
雖然這些風(fēng)險不容低估,但賽富時(Salesforce)首席道德與人道使用官寶拉·古德曼介紹了公司對AI的興奮和積極態(tài)度,公司強烈期待在各個部門試驗和整合AI技術(shù)。她認為,這些風(fēng)險能帶來創(chuàng)新的機會,培養(yǎng)信任,這符合公司的目標(biāo)。
布朗表示:“人們很想試用AI技術(shù),他們會問我們多快可以開始試驗?但從外部來看,我認為我并沒有看到脫節(jié)的現(xiàn)象,我看到的是興奮和一種風(fēng)險意識。這在我看來是一種非常樂觀的態(tài)度,因為AI并不新鮮,我們討論的風(fēng)險也不新鮮。人們在很久以前就開始尋找應(yīng)對這些風(fēng)險的解決方案?!保ㄘ敻恢形木W(wǎng))
譯者:劉進龍
審校:汪皓
Middle managers are accustomed to translating the dreams of senior leadership into reality. When it comes to AI projects however, the bridge connecting the grand plans of the C-suite to the realm of the doable can be tricky to find for those tasked with crossing it.
“The disconnect is between vision and practicality,” says Deloitte Consulting’s Principal and Global Generative AI Leader Nitin Mittal. “This is somewhat ubiquitous in our own client base and the many, many enterprises that we talk to.”
The challenge is to stay true to the vision while being responsible and understanding the practical constraints of the organization, like data, technology, and the skills of the workforce, Mittal added.
Speaking at a special session at Fortune‘s Brainstorm AI conference Tuesday, Mittal and executive at several other companies discussed the “productivity paradox” that can erode the promised benefits of AI if projects aren’t planned and executed thoughtfully. AI’s potential to make organizations 40% more efficient by 2035, as forecast by the World Economic Forum, has generated a lot of excitement and expectations that can all too easily turn into disappointment.
The gap between heady expectations and on-the-ground challenges is reflected in a survey that Upwork CEO Hayden Brown cited during the talk: A research institute surveyed 1,400 businesses in the U.S. about their AI strategies, and the findings showed that 73% of C suite executives are confident in their AI strategy, while only 53% of managers and VPs feel the same way.
“The managers and VPs implementing the technologies not only are confused about how, they’re actually very anchored on risk, and fear,” Brown said. “They were disproportionately speaking to concerns around that technology, and how it could be implemented, and whether their jobs or their teams jobs would be replaced.”
The fears aren’t unreasonable. Disquiet about the impact of AI technology on the workforce and on society were themes that were repeatedly brought up by attendees and speakers throughout the two-day conference. In an on-stage interview on Monday, Atif Rafiq, the founder and CEO of Ritual.work, said that businesses needed to do a better job of training workers for the AI age. “We’re woefully unprepared,” Rafiq said.
During Tuesday’s special panel with Deloitte’s Mittal and Upwork’s Brown, Emily Chiu, the chief operating officer of Block TBD, talked about how these issues were playing out at her firm. Chiu said that the level of concern over AI is relatively balanced across the organization, extending from the C-suite to the staff. The key consideration within Block TBD——a division of Jack Dorsey’s financial technology firm Block—is in the need for careful planning and balance when adopting new technologies, especially in handling sensitive personal information.
“What we see now is that these tools are going to be in the hands of everyone,” Chiu said. “And in financial services, the minute you launch a product, every scammer shows up with every angle to try to defraud you and to find loopholes.”
While these risk cannot be underestimated, Salesforce’s chief ethical and humane use officer Paula Goldman described a positive and excited attitude towards AI at the firm, with a strong desire to experiment and integrate the technology across all departments. For her, these risks present an opportunity for innovation, creating a sense of trust that aligns with the goals of enterprises.
“People want experiment, like how fast can we experiment?” Brown said. “But externally, you know, I think I’m actually not seeing a disconnect, I am actually seeing excitement and a sort of awareness of risk. And that, to me, is really optimistic, because AI is not new, the risks that we’re talking about are not new. And people have been working on solutions for this stuff for quite some time.”