ARTIFICIAL INTELLIGENCE IS A MUST (for companies and individuals) TO REACH THE NEXT LEVEL

AI, AI, AI— everyone is talking about it. Artificial Intelligence is already changing today the way we work and live. Some understand and pilot it, but only a limited number of companies are already working with it on a large scale daily. In the future, there will be more, that’s certain. But the journey into this promising new world is not so easy.

No one expects everyone in the future to be able to program AI or possess such deep mathematical and statistical knowledge that they can fully understand algorithms.

Now it will be shown who has truly internalized the theme of “lifelong learning.” Decision makers need to gain a clear understanding of how AI can be operationalized. The new technology is not an end in itself, but only makes sense if a positive business case and thus added value for the company can be derived.

Neither hype nor hysteria help with implementation, but a sober assessment of opportunities and risks is needed to create an appropriate action plan. It’s not a shame for companies not to have their own experts in-house; it often requires external support.

How can leaders convince their teams that continuous learning, especially about AI, is a must and can be enjoyable? The conditions are good: A good number of people see AI not only as a replacement for labor but also as a chance to increase job satisfaction. Not in translation of foreign languages or in optimizing supply chains, but especially when AI can take over routine tasks. Now people prefer more demanding activities rather than threats.

However, not everyone is convinced yet. As always, skepticism accompanies new technology. People have often experienced that new technologies and the efficiency gains they bring have benefited companies more than themselves.

Looking at the job market, it is clear, that the expectations in the capabilities of employees constantly rise. This concern is understandable since not too many currently have the necessary skills to handle AI.

So how can leaders alleviate this fear in their team and convince their employees that continuous learning, especially regarding AI, is essential and can be enjoyable?

Those who are engaged in motivating people to learn, know:

It’s easy to read about it, but not so easy to implement it in reality— even if the right training opportunities exist.

Continuous learning should no longer be seen as a tedious necessity but should be felt as a pleasure. For that, the environment must be right, and appropriate role models are needed. Those who are open-minded and perhaps see a personal advantage will be more likely to venture into unknown territory when they see that others have already made progress.

The ability to learn will be more than ever a key competence. For this reason, as Accenture CEO Julie Sweet revealed at the World Economic Forum in Davos, that she asks all applicants in interviews: “What have you learned in the past six months?”

She added: What the candidates have learned is irrelevant. It’s only about finding out if someone is curious about learning something new, as that is the prerequisite for transformation.

And how would you have answered that question?

I would love to receive your answer to that question and whether you are now convinced that continuous learning will get you to the next level. Please email me at hjschumacher59@gmail.com.