New research from the IoL finds that emerging technology – specifically artificial intelligence (AI) – is viewed with trepidation by many organisations, with 25% of respondents expressing a lack of confidence when it comes to using such technology.
Meanwhile, a survey by the American Staffing Association says that four in five executives at Global 2000 companies believe AI and related disruptions are forcing organisations to radically rethink skills and human resources in their workforce. However, 78% of those executives are concerned they will be unable to train employees quickly enough to keep pace with developments over the next couple of years.
So, AI is here and transforming organisations in every sector of the global economy. Workforces must be equipped to handle the disruption it is bringing. These things are understood. What may not be so well understood is that organisations must focus not only on hiring people with relevant AI skills, but also on upskilling every person in their company.
Appreciate the AI opportunities
The idea that older executives in top management can smile indulgently and let young people understand new technology is antiquated, and may never have been effective. All members of an organisation must remember that everyone was young once, anxious to create change and drive old thinking out of the organisation. Equipping top management – up to board level – is essential, and not really difficult.
Organisations must focus not only on hiring people with relevant AI skills, but also on upskilling every person in their company
The C-suite, board and other management executives don’t need to become AI developers, master the computer architectures involved in creating AI services or learn how to deploy AI across the organisation. But they must appreciate the changes in operational efficiency and creative research that AI services can accomplish, whether that be rapidly analysing complex diagnostic reports, spotting real-time anomalies in logistics and supply chains, or keeping abreast of customer behaviours and needs.
In fact, management must insist that: AI is used everywhere it has been proven within the company’s industry; that it’s tested throughout the company’s research and development activities; and that their manufacturing, design, supply chain and operational partners are equally committed to AI’s use.
The specific skills required for all jobs in the organisation can be acquired, but the wisdom to understand why these skills must be acquired sits with management. If they fail in their responsibilities, AI will become a bottleneck and the organisation will be the worse for it.
Mehdi Paryavi is chairman and CEO of the International Data Center Authority, a leading digital-economy thinktank and consortium of policy-makers, investors and developers in AI, data centres and cloud.