The monster in the machine Teachable
A DECADE ago we automated the mundane jobs we didn’t want to do – we gave them to computers, believing we would always be the masters of the universe.
Fast forward to 2017 and the age of artificial intelligence (AI) is here.
According to the World Economic Forum, AI has arrived gently in the form of apps, algorithms and web bots.
They are disguised as cool gadgets like driverless cars, fitbits and drones – all quietly collecting data for machine learning.
The difference between historical computing and AI is that AI now seeks to transcend human intellect and emotion.
Last year, a Fortune Brainstorm Tech identified three waves of jobs that will be affected.
The first will see increased manufacturing automation, driverless vehicles and 3D technology supported by automated research functions.
The second will target people with the human touch like doctors, therapists, coaches, trainers, lawyers and consultants. Get ready for virtual professionals with access to multiple therapies, extensive law libraries or medical advice based a described set of symptoms.
The third includes everyone else, from investment advisers to writers. So, what is the leadership response to develop the workforce of the future?
Maximise Human Potential
A ManPower Group survey suggests employees with the right skills will have the competitive edge, will create opportunities and choose when and where they work.
The good news is that, through innovative digital strategies that recognise the complex adaptive environment in which we operate, AI makes space for creativity, human potential, emotional intelligence and cognitive flexibility to flourish and enhance the work of AI.
Embrace the skills revolution
A different mindset and quality of thinking are required to thrive.
With the rise of smart machines and systems, cognitive intelligence is shifting to sense-making, adaptive thinking and social intelligence.
Increasing global lifespans and connection are changing the nature of careers and learning.
Instead of rote learning, we need to learn how to learn, unlearn and relearn.
There is a drive for new forms of production and value creation in a world represented by social technologies like sensors, big data and power processing.
This requires a design mindset, in-depth digital skills, ability to collaborate virtually and to deal with an increasingly cognitive load.
In a globally connected world, diversity, adaptability and customer interface skills are central to organisational thinking, structures and operations.
Accept messy humanity
AI will not lead to the death of individual creativity. Computers like volume, efficiency and zero tolerance for error.
Humans are gloriously unpredictable and it is our humanity where the secret to untapped innovation and creativity lies.