Welcome to the marriage of human capability and artificial intelligence

2019 ◽  
Vol 19 (1) ◽  
pp. 10-14
Author(s):  
Ryan Scott ◽  
Malcolm Le Lievre
Keyword(s):  
Artificial Intelligence ◽  
Team Building ◽  
Workplace Change ◽  
Content Type ◽  
The Future ◽  
Human Capability ◽  
Mind Set ◽  
Future Work ◽  
Crucial Part ◽  
Practical Implications

Purpose The purpose of this paper is to explore insights methodology and technology by using behavioral to create a mind-set change in the way people work, especially in the age of artificial intelligence (AI). Design/methodology/approach The approach is to examine how AI is driving workplace change, introduce the idea that most organizations have untapped analytics, add the idea of what we know future work will look like and look at how greater, data-driven human behavioral insights will help prepare future human-to-human work and inform people’s work with and alongside AI. Findings Human (behavioral) intelligence will be an increasingly crucial part of behaviorally smart organizations, from hiring to placement to adaptation to team building, compliance and more. These human capability insights will, among other things, better prepare people and organizations for changing work roles, including working with and alongside AI and similar tech innovation. Research limitations/implications No doubt researchers across the private, public and nonprofit sectors will want to further study the nexus of human capability, behavioral insights technology and AI, but it is clear that such work is already underway and can prove even more valuable if adopted on a broader, deeper level. Practical implications Much “people data” inside organizations is currently not being harvested. Validated, scalable processes exist to mine that data and leverage it to help organizations of all types and sizes be ready for the future, particularly in regard to the marriage of human capability and AI. Social implications In terms of human capability and AI, individuals, teams, organizations, customers and other stakeholders will all benefit. The investment of time and other resources is minimal, but must include C-suite buy in. Originality/value Much exists on the softer aspects of the marriage of human capability and AI and other workplace advancements. What has been lacking – until now – is a 1) practical, 2) validated and 3) scalable behavioral insights tech form that quantifiably informs how people and AI will work in the future, especially side by side.

scholarly journals Artificial intelligence and the future of work – lessons from the sociology of expectations

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lilla Vicsek
Keyword(s):  
Artificial Intelligence ◽  
Policy Development ◽  
Role Expectations ◽  
Content Type ◽  
Alternative Pathways ◽  
Future Of Work ◽  
Sociology Of Expectations ◽  
The Future ◽  
Practical Implications

PurposeWhat is the future of work going to look like? The aim of this paper is to show how the sociology of expectations (SE) – which deals with the power of visions – can make important contributions in terms of thinking about this issue by critically evaluating the dominant expert positions related to the future-of-employment- and artificial intelligence (AI) debate.Design/methodology/approachAfter providing a literature review regarding SE, an approach based on the latter is applied to interpret the dominant ideal-type expert positions in the future of work debate to illustrate the value of this perspective.FindingsDominant future scripts can be characterized by a focus on the effects of AI technology that give agency to technology and to the future, involve the hype of expectations with polarized frames, and obscure uncertainty. It is argued that these expectations can have significant consequences. They contribute to the closing off of alternative pathways to the future by making some conversations possible, while hindering others. In order to advance understanding, more sophisticated theorizing is needed which goes beyond these positions and which takes uncertainty and the mutual shaping of technology and society into account – including the role expectations play.Research limitations/implicationsThe study asserts that the dominant positions contain problematic assumptions. It makes suggestions for helping move beyond these current framings of the debate theoretically. It also argues that scenario building and backcasting are two tools that could help move forward thinking about the future of work – especially if this is done in a way so as to build strongly on SE.Practical implicationsThe arguments presented herein enhance sense-making in relation to the future-of-work debate, and can contribute to policy development.Originality/valueThere is a lack of adequate exploration of the role of visions related to AI and their consequences. This paper attempts to address this gap by applying an SE approach and emphasizing the performative force of visions.

Embracing the role of artificial intelligence in accounting and finance: contemplating the changing skillset expectations

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bhumika Gambhir ◽  
Anindita Bhattacharjee
Keyword(s):  
Artificial Intelligence ◽  
United Arab Emirates ◽  
Design Methodology ◽  
Learning And Development ◽  
Content Type ◽  
The Future ◽  
Challenges And Opportunities ◽  
The Face ◽  
Practical Implications

Purpose The purpose of this paper is to highlight how Artificial intelligence (AI) and its subsets are changing the face of the accounting and finance (A&F) profession. Expectations from A&F professionals are changing due to the expeditious changes in technology. This paper proposes new skill set expectations from these professionals. Design/methodology/approach This is a viewpoint paper based on the opinions/views of the employees working in medium and large organizations in A&F in the United Arab Emirates (UAE). The employee viewpoints were gathered through an emailed questionnaire. Findings This paper illustrates the need to embrace technology and acquire the necessary skills to work in conjunction with machines. This will help A&F professionals to meet the changing expectations of employers. Practical implications This paper emphasizes the usefulness of training, learning, and development of the skills necessary for A&F professionals to work with AI and its subsets. Originality/value This paper discusses how AI will bring in challenges and opportunities in the future. It suggests how A&F professionals can embrace technology (driven by AI) and understand to work with it.

Autonomous vehicles: a review of the ethical, social and economic implications of the AI revolution

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shweta Banerjee
Keyword(s):  
Artificial Intelligence ◽  
Autonomous Vehicles ◽  
Design Methodology ◽  
Technological Advancement ◽  
Economic Implications ◽  
Content Type ◽  
The Public ◽  
Autonomous Cars ◽  
The Subject ◽  
Practical Implications

PurposeThere are ethical, legal, social and economic arguments surrounding the subject of autonomous vehicles. This paper aims to discuss some of the arguments to communicate one of the current issues in the rising field of artificial intelligence.Design/methodology/approachMaking use of widely available literature that the author has read and summarised showcasing her viewpoints, the author shows that technology is progressing every day. Artificial intelligence and machine learning are at the forefront of technological advancement today. The manufacture and innovation of new machines have revolutionised our lives and resulted in a world where we are becoming increasingly dependent on artificial intelligence.FindingsTechnology might appear to be getting out of hand, but it can be effectively used to transform lives and convenience.Research limitations/implicationsFrom robotics to autonomous vehicles, countless technologies have and will continue to make the lives of individuals much easier. But, with these advancements also comes something called “future shock”.Practical implicationsFuture shock is the state of being unable to keep up with rapid social or technological change. As a result, the topic of artificial intelligence, and thus autonomous cars, is highly debated.Social implicationsThe study will be of interest to researchers, academics and the public in general. It will encourage further thinking.Originality/valueThis is an original piece of writing informed by reading several current pieces. The study has not been submitted elsewhere.

The deputy principal instructional leadership role and professional learning

2017 ◽  
Vol 55 (1) ◽  
pp. 33-48 ◽  
Author(s):  
Ann Leaf ◽  
George Odhiambo
Keyword(s):  
Instructional Leadership ◽  
Professional Learning ◽  
Ad Hoc ◽  
Team Building ◽  
Leadership Role ◽  
Instructional Leaders ◽  
Structured Interviews ◽  
Content Type ◽  
Practical Implications

Purpose The purpose of this paper is to report on a study examining the perceptions of secondary principals, deputies and teachers, of deputy principal (DP) instructional leadership (IL), as well as deputies’ professional learning (PL) needs. Framed within an interpretivist approach, the specific objectives of this study were: to explore the extent to which DPs are perceived as leaders of learning, to examine the actual responsibilities of these DPs and to explore the PL that support DP roles. Design/methodology/approach The researchers used multiple perspective case studies which included semi-structured interviews and key school document analysis. A thematic content analysis facilitated qualitative descriptions and insights from the perspectives of the principals, DPs and teachers of four high-performing secondary schools in Sydney, Australia. Findings The data revealed that deputies performed a huge range of tasks; all the principals were distributing leadership to their deputies to build leadership capacity and supported their PL in a variety of ways. Across three of the case study schools, most deputies were frequently performing as instructional leaders, improving their school’s performance through distributing leadership, team building and goal setting. Deputy PL was largely dependent on principal mentoring and self-initiated but was often ad hoc. Findings add more validity to the importance of principals building the educational leadership of their deputies. Research limitations/implications This study relied upon responses from four case study schools. Further insight into the key issues discussed may require a longitudinal data that describe perceptions from a substantial number of schools in Australia over time. However, studying only four schools allowed for an in-depth investigation. Practical implications The findings from this study have practical implications for system leaders with responsibilities of framing the deputies’ role as emergent educational leaders rather than as administrators and the need for coherent, integrated, consequential and systematic approaches to DP professional development. Further research is required on the effect of deputy IL on school performance. Originality/value There is a dearth of research-based evidence exploring the range of responsibilities of deputies and perceptions of staff about deputies’ IL role and their PL needs. This is the first published New South Wales, Australian DP study and adds to the growing evidence around perceptions of DPs as instructional leaders by providing an Australian perspective on the phenomenon. The paper raises important concerns about the complexity of the DP’s role on the one hand, and on the other hand, the PL that is perceived to be most appropriate for dealing with this complexity.

Framework kognitive Produktionsarbeit 4.0/Framework for Cognitive Production Work 4.0 – Conceptualization and Model Approach for the Production System of the Future within the Future Work Lab

2020 ◽  
Vol 110 (03) ◽  
pp. 108-112
Author(s):  
Simon Schumacher ◽  
Bastian Pokorni
Keyword(s):  
Artificial Intelligence ◽  
Production System ◽  
Research Agenda ◽  
Reference Model ◽  
Work Organisation ◽  
Research Topics ◽  
Interdisciplinary Project ◽  
The Future ◽  
Future Work ◽  
Model Approach

Das Future Work Lab ist ein Innovationslabor für Arbeit, Mensch und Technik am Standort Stuttgart mit Fokus auf Künstlicher Intelligenz (KI) und vernetzter Arbeitsorganisation. Ein zentraler Bestandteil ist das Framework kognitive Produktionsarbeit 4.0, das als Referenzmodell für das Themenfeld Produktionsarbeit 4.0 dienen soll. Ein entsprechendes Konzept wurde in einem interdisziplinären Projektteam entwickelt. In diesem Beitrag wird das Grobmodell vorgestellt und die weitere Forschungsagenda präsentiert.   The Future Work Lab is an innovation lab for work, people and technology in Stuttgart, Germany with a focus on artificial intelligence and interconnected work organisation. A key component consists of the framework for cognitive production work 4.0, which will serve as a reference model for the research topics. A corresponding concept was developed in an interdisciplinary project team. In this article the raw model is introduced and the further research agenda is presented.

Who’s making the decisions? How managers can harness artificial intelligence and remain in charge

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pooya Tabesh
Keyword(s):  
Artificial Intelligence ◽  
Machine Learning ◽  
Decision Making ◽  
Big Data ◽  
Digital Transformation ◽  
Decision Processes ◽  
Decision Makers ◽  
Content Type ◽  
Human Decision ◽  
Practical Implications

Purpose While it is evident that the introduction of machine learning and the availability of big data have revolutionized various organizational operations and processes, existing academic and practitioner research within decision process literature has mostly ignored the nuances of these influences on human decision-making. Building on existing research in this area, this paper aims to define these concepts from a decision-making perspective and elaborates on the influences of these emerging technologies on human analytical and intuitive decision-making processes. Design/methodology/approach The authors first provide a holistic understanding of important drivers of digital transformation. The authors then conceptualize the impact that analytics tools built on artificial intelligence (AI) and big data have on intuitive and analytical human decision processes in organizations. Findings The authors discuss similarities and differences between machine learning and two human decision processes, namely, analysis and intuition. While it is difficult to jump to any conclusions about the future of machine learning, human decision-makers seem to continue to monopolize the majority of intuitive decision tasks, which will help them keep the upper hand (vis-à-vis machines), at least in the near future. Research limitations/implications The work contributes to research on rational (analytical) and intuitive processes of decision-making at the individual, group and organization levels by theorizing about the way these processes are influenced by advanced AI algorithms such as machine learning. Practical implications Decisions are building blocks of organizational success. Therefore, a better understanding of the way human decision processes can be impacted by advanced technologies will prepare managers to better use these technologies and make better decisions. By clarifying the boundaries/overlaps among concepts such as AI, machine learning and big data, the authors contribute to their successful adoption by business practitioners. Social implications The work suggests that human decision-makers will not be replaced by machines if they continue to invest in what they do best: critical thinking, intuitive analysis and creative problem-solving. Originality/value The work elaborates on important drivers of digital transformation from a decision-making perspective and discusses their practical implications for managers.

Nine emerging student needs

2017 ◽  
Vol 25 (3) ◽  
pp. 181-189 ◽  
Author(s):  
Andrew Hines ◽  
Alexandra Whittington
Keyword(s):  
Higher Education ◽  
Design Methodology ◽  
Institutions Of Higher Education ◽  
Student Life ◽  
Student Needs ◽  
Content Type ◽  
World Cafe ◽  
The Future ◽  
The University ◽  
Practical Implications

Purpose A research project exploring emerging student needs explored six aspects of student life: living, learning, working, playing, connecting and participating. Design/methodology/approach A modified version of the University of Houston’s “Framework Foresight” method was used to explore the future of six aspects of future student life. The resulting scenarios were analyzed for their implications, including the use of the World Café technique, and ultimately led to the identification of nine emerging student needs. Findings Nine specific emerging needs of future students could be used strategically by institutions of higher education to guide and inform planning and to generate innovative ideas for university offerings. Specific examples of offerings that would meet the projected future needs are recommended. Research limitations/implications In terms of research limitations, the paper is focused on the needs of students and does not purport to be an exhaustive analysis of all of the issues influencing higher education. It views the future of higher education through the lens of students and their emerging needs. Practical implications The paper is intended for educators, researchers and administrators to provide insight on how the needs of students, their key customers, are evolving. Originality/value This piece explores student life in its totality as way to more accurately identify student needs in the future.

Ninety days convert recruits into hosts at Edwardian Group London

2014 ◽  
Vol 22 (2) ◽  
pp. 15-18
Keyword(s):  
Crucial Role ◽  
Design Methodology ◽  
Training And Development ◽  
Social Implications ◽  
Content Type ◽  
The Future ◽  
First 90 Days ◽  
Practical Implications

Purpose – Describes the various approaches taken to training and development at Edwardian Group London, a group of hotels. Design/methodology/approach – Examines the reasons for the training, the form it takes and the results it has achieved. Findings – Emphasizes the importance the company attaches to training in the first 90 days of an employee's tenure, when recruits receive general induction training plus training specific to their area of operation. Practical implications – Outlines how the company spots and develops its managers of the future. Social implications – Highlights the crucial role of training in ensuring that hotel guests have the best possible stay. Originality/value – Provides a thorough examination of the various forms of training at Edwardian Group London.

Fast fashion and the future

2014 ◽  
Vol 22 (2) ◽  
pp. 157-160 ◽  
Author(s):  
Tom P. Abeles
Keyword(s):  
Design Methodology ◽  
Tipping Point ◽  
Social Implications ◽  
Current Effort ◽  
Fast Fashion ◽  
Content Type ◽  
Science Technology ◽  
The Future ◽  
And Mathematics ◽  
Practical Implications

Purpose – The purpose of this paper is to suggest that all of the systems, education, economic and social, are caught in an ever-increasing pace, tied in large part to a set of beliefs, largely economic, that resemble a religion and for which there appears to not be a rational option to escape. Design/methodology/approach – A study of systems. Findings – It is argued that we are at a tipping point where there are too many holes in the intellectual dike, that a shift in many dimensions may not be preventable. Practical implications – While “techno-futurists” are promoting this increasing evolution pace towards a transformational singularity, there appears to be no serious consideration that humanity may get its “wish” as did King Midas. Social implications – There is a serious question as to whether there can be, and should be, alternatives not cast into the frame of the Neo-Luddites. Originality/value – This is a contrarian view of the current effort to promote the educational focus on STEM, science, technology, engineering and mathematics, almost as a pre-cursor to being able to participate in a technology-driven societal model of the future.

HR’s new role: rethinking and enabling digital engagement

2017 ◽  
Vol 16 (2) ◽  
pp. 60-65 ◽  
Author(s):  
Ravin Jesuthasan
Keyword(s):  
Best Practices ◽  
Digital Technology ◽  
Design Methodology ◽  
Industrial Revolution ◽  
Digital Technologies ◽  
Content Type ◽  
Future Of Work ◽  
The Future ◽  
Digital Engagement ◽  
Practical Implications

Purpose This paper aims to explore how a new industrial revolution with digital technology at its core is disrupting the workplace. It shares how HR has an opportunity to use data and digital technologies to reinvent how organizations engage with their workforce. It answers the question of how HR pivots from its legacy focus on compliance and being a steward of employment to the work and helping the organization strengthen its connection with its workers through improved digital engagement. Design/methodology/approach The paper is based on Willis Towers Watson thought leadership and references recent findings from their research. Findings The paper explores how digital technologies have changed how workers connect with their co-workers and the organization. In addition, it examines how digital technologies are changing how work gets done. Research limitations/implications The paper is not exclusively based on research. Practical implications The paper explores how digital technologies drive engagement, HR’s role as steward of the work and enabler of digital engagement and best practices for enabling digital engagement in the modern workplace. Originality/value This paper fulfills a need to assist HR leaders in thinking through the implications of the future of work and how digital technologies will shape that future.

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