Robots and humans
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The document discusses the implications of automation and the fourth industrial revolution on the workforce, emphasizing that automation can increase productivity and job activity automation rates. It highlights the need for collaboration between humans and machines, where human creativity complements machine intelligence. Additionally, it suggests shifts in organizational structures towards agile, responsive, and collaborative environments in the face of technological advancements.
Robots and humans
- 1. The Robots Are Coming, Let’s Reimagine the Humans
- 5. The end of work?
- 6. Automa<on means less work… … but not less jobs 50% increase in total number of employed people Wage rise 2.23% faster than infla<on
- 7. Automa<on = higher produc<vity… …flaMening out around the end of ‘00s
- 8. Source: Wells Fargo The big slowdown: Not enough automa<on?
- 9. Source: Boston Consul<ng Group Manufacturing costs are on the rise…
- 10. The Solow Paradox You can see the computer age everywhere but in the produc<vity sta<s<cs.
- 11. We need more automa<on!
- 12. The 4th Industrial Revolu<on: Automa<ng the intellect
- 13. Ar<ficial Intelligence: key disrup<on areas Natural language conversa<ons Machine Learning
- 14. The automa<on of cogni<on Source: The Future of Employment, by C. Frey and M. Osborne 47% of jobs will be lost to cogni<ve machines in the next 10 years?
- 15. Jobs versus ac<vi<es Source: McKinsey Interim report on automa<on of jobs, Nov. 2015 45% of job ac<vi<es can be automated +AI = 58% of job ac<vi<es can be automated 60% of jobs can have 30% of their ac<vi<es automated Hello Jane, you look great today! How can I help you?
- 17. A new cyberne<c rela<onship Second-‐order cyberne<cs in the era of machine intelligence Humans and machines working together: machines managing complexity, humans providing crea<vity From knowing what you do not know and searching for it …to … …not knowing what you do not know and having “someone” to help you discover it
- 18. Possible impacts of 4th Industrial Revolu<on • Government role enhanced through Universal Income • Collabora<ve Economy creates universal currency • Full-‐<me employees become Free Agents (“CEO of Me”) • Corpora<ons evolve into Value People Networks • Zero Latency Enterprise evolves into the Responsive Organisa<on
- 19. The collabora<ve economy Collabora<ve virtual communi<es crea<ng value through exchange and sharing of products and services
- 20. Cyber-‐physical Systems & Industry 4.0 From hierarchies to networks CPS-‐based automa/on Field level Control (PLC) Level Process Control Level Plant management Level ERP Level Automa/on hierarchy
- 21. Zero Latency Enterprise Company Organisa<on Enterprise Systems Enterprise Applica<ons Enterprise App Integra<on Data Store In a real (me, zero latency enterprise, informa(on is delivered to the right place at the right (me for maximum business value.* *Defini<on of ZLE by Gartner
- 22. The Responsive Organisa<on An agile, client-‐facing, innova(ve organiza(on that con(nuously learns and op(mizes talent and technologies in order to deliver superior products and services. Machine Intelligence Applica<ons People Networks Business Systems Learning & Conversa<ons Business Applica<ons Business App Integra<on Virtual Data Store
- 23. People Networks: reinven<ng business organisa<on • Self-‐organised ad hoc teams • Build-‐in discovery from design to customer service • Scaling Agile • Cross-‐market & Cross-‐exper<se • Collabora<on plaqorms • AI enabled UI/UX • Predic<ve analy<cs
- 24. Getng there: “lead the work” model Leaders transforming work in their organisa<on Source: “Lead the Work” by R. Jesuthasan, J. Bourdeau, D. Creelman Assignment Organisa<on Rewards • Self-‐contained • Unlinked • Exclusive • Stable • Deconstructed Tasks • Dispersed • Project-‐bound • Constructed Jobs • Anchored • Employment-‐Bound • Long-‐Term • Collec<ve and consistent • Tradi<onal • Permeable • Interlinked • Collabora<ve • Flexible • Short-‐term • Individualised and Differen<ated • Imagina<ve AI enabled
- 25. Getng there: Scaling Agile organisa<on Apply agile prac<ce across the organisa<on hMp://crowdmics.com/ hMp://crowdmics.com/ INNOVATE DELIVER VALIDATE UNDERSTAND
- 26. Getng there: digital engagement Apply Next Genera<on Integrated Digital Engagement Model (IDEM) for the digital transforma<on of work Behavioural Modelling Human-‐ machine conversa<ons AI Interface Data Worker experience Human-‐machine collabora<on
- 27. Getng there: machine intelligence for EX Build the machine intelligence layer of the responsive organisa<on
- 28. Thank you George Zarkadakis, PhD, CEng @zarkadakis