{"id":8271,"date":"2020-06-05T06:42:46","date_gmt":"2020-06-05T06:42:46","guid":{"rendered":"https:\/\/www.experfy.com\/blog\/?p=8271"},"modified":"2023-12-08T08:08:43","modified_gmt":"2023-12-08T08:08:43","slug":"talent-and-workforce-effects-in-the-age-of-ai","status":"publish","type":"post","link":"https:\/\/www.experfy.com\/blog\/future-of-work\/talent-and-workforce-effects-in-the-age-of-ai\/","title":{"rendered":"Talent and Workforce Effects in the Age of AI"},"content":{"rendered":"\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t\n

Insights from Deloitte\u2019s State of AI in the Enterprise, 2nd Edition survey<\/strong><\/em><\/p>\n\n\n\n

Will AI-driven automation render most jobs obsolete, or is smart technology ushering in an age of humans working in collaboration with artificial intelligence? A new Deloitte survey suggests the direction organizations are headed.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t
\n\t\t\t\t\t

\n

Introduction<\/h2>\n<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t\n

Over\u00a0the past few years, artificial intelligence has matured into a collection of powerful technologies that are delivering competitive advantage to businesses across industries. Global AI adoption and investment are soaring. By one account, 37 percent of organizations have deployed AI solutions\u2014up 270 percent from four years ago.1<\/a><\/sup>\u00a0Analysts forecast global AI spending will more than double over the next three years, topping US$79 billion by 2022.2<\/a><\/sup><\/p>\n\n\n\n

Companies and countries around the globe increasingly view development of strong AI capabilities as imperative to staying competitive. Deloitte\u2019s State of AI in the Enterprise, 2nd Edition offers a global perspective of AI early adopters, based on surveying 1,900 IT and business executives from seven countries and a variety of industries.3<\/a><\/sup>\u00a0These adopters are increasing their spending on AI technologies and realizing positive returns. Almost two-thirds (65 percent) report that AI technologies are enabling their organizations to move ahead of the competition. Sixty-three percent of the leaders surveyed already view AI as \u201cvery\u201d or \u201ccritically\u201d important to their business success,\u00a0<\/strong>and that number is expected to grow to 81 percent within two years.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t\n

These leaders see AI rapidly transforming their businesses and industries. Fifty-seven percent predict that AI will \u201csubstantially transform\u201d their company within the next three years; two-thirds believe that their industry\u2019s transformation will happen within five years. As AI drives these transformations, it is changing how work gets done in organizations by making operations more efficient, supporting better decision-making, and freeing up workers from certain tasks. The nature of job roles, and the skills that are most needed, are evolving.<\/p>\n\n\n\n

Indeed, the effect AI will ultimately have on jobs is uncertain: Are we staring at a dim future in which AI-driven automation has made most jobs obsolete, or is AI ushering in a new age characterized by humans working in collaboration with the technologies\u2014augmented by AI capabilities rather than displaced by them?4<\/a><\/sup>\u00a0Early indicators support the optimistic view: While AI adopters express concern about automation as an ethical risk, they emphatically believe that human workers and AI will augment each other, changing the nature of work for the better.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t
\n\t\t\t\t\t

\n\n

The changing nature of work<\/h2>\n<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t\n\n

As AI adoption advances, the way organizations do their work is evolving. Seventy-one percent of adopters report that AI technologies have already changed their company\u2019s job roles and necessary skills, and 82 percent believe AI will lead to moderate or substantial changes to job roles and skills over the next three years.<\/p>\n\n\n\n

For AI adopters, improving internal business operations is a benefit on par with enhancing products and services (figure 1). TiVo, for example, streamlines IT operations by using a machine learning5<\/a><\/sup>\u00a0platform to automatically detect, classify, aggregate, and route IT incidents.6<\/a><\/sup>\u00a0The AI-aided process has reduced actionable events from about 2,500 to 150 daily, enabling the professionals in TiVo\u2019s network operations center to more easily manage highly complex operations, 24\/7.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t

The third AI benefit\u2014making better decisions\u2014also has implications for the nature of work. For example, researchers from MIT have developed a machine learning model designed to help ER physicians determine the optimal time to switch patients suffering from sepsis from one treatment protocol to another\u2014often a challenging decision for clinicians.7<\/a><\/sup>\u00a0Trained on historic health data from sepsis patients, the model predicts whether a patient will need vasopressor medications within the next few hours. In a clinical setting, the model could be integrated into a bedside monitor, alerting clinicians ahead of time when a treatment change may be warranted\u2014an example of human experts and AI achieving better decisions together.<\/p>\n\n\n\n

Another top benefit of AI involves automating tasks to free up workers to be more creative. Salesforce’s Einstein Voice Assistant\u2014a voice-based AI assistant for interacting with Salesforce CRM software\u2014illustrates this benefit: Sales reps and other field workers speak conversationally to the assistant, which transcribes notes, automatically associates them with relevant accounts and contacts, and makes recommendations for follow-up tasks.8<\/a><\/sup>\u00a0Workers are freed from mundane data entry tasks and can instead concentrate their efforts on their customer interactions.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t\n
\n

\u201cBeyond automating tasks, the other more remarkable impact of AI on an enterprise will be on decision-making: Large organizations still struggle to make good decisions on time.\u201d<\/em><\/p>\n

\u2014Jay Dwivedi, president, xInvest Consultants<\/p>\n<\/blockquote>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

\n\t\t\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t\n

Changing how work gets done within the organization\u2014by making operations more efficient, supporting better decision-making, and freeing up workers from repetitive tasks\u2014is core to what companies want to achieve with AI. Few anticipate it being easy, though: \u201cIntegrating AI into the company\u2019s roles and functions\u201d is tied for first place as a challenge for AI initiatives\u2014on par with challenges related to building and deploying AI (figure 2). Moreover, only 38 percent of executives reported their organization has \u201chigh expertise\u201d in integrating AI into their business processes, and just 37 percent reported \u201chigh expertise\u201d in integrating AI into their IT environments.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t

\n

Minding the AI skills gap<\/h2>\n<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t\n

To meet their AI aspirations, companies will likely need the right mix of talent to translate business needs into solution requirements, build and deploy AI systems, integrate AI into processes, and interpret results. However, most early adopters face an AI skills gap and are looking for expertise to boost their capabilities. In fact, 68 percent of executives surveyed report a moderate-to-extremeskills gap, and more than a quarter (27 percent) rate their skills gap as \u201cmajor\u201d or \u201cextreme.\u201d The gap is evident across all countries surveyed, ranging from 51 percent reporting moderate-to-extreme gaps in China to 73 percent reporting the same in the United Kingdom.<\/p>\n\n\n\n

What do leaders regard as the \u201cmost needed\u201d roles to fill their company\u2019s AI skills gap? The top four most-needed roles are \u201cAI builders,\u201dwho are instrumental in creating AI solutions: researchers to invent new kinds of AI algorithms and systems, software developers to architect and code AI systems, data scientists to analyze and extract meaningful insights from data, and project managers to ensure that AI projects are executed according to plan (figure 3). Beyond these AI builders, adopters are seeking “AI translators\u201d who bridge the divide between the business and technical staff\u2014both at the front and back ends of building AI solutions:<\/p>\n\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t\n