Human + Ai = results
aging
Executives: The AI is great and will serve as well as colleagues in man.
Employees: Okay, but please tell us how this will work.
New research From Accenture it finds a gap between the plans for AI executives and the amount of preparation and training employees use technology.
While 84% of executives expect that Genai and other agents working at AI will work with people within three years, only 26% of employees say they have received training on how to work with AI, according to a survey of 14,000 employees and 1,100 executives in 12 countries.
Employees are not necessarily worried about AI’s attachment to their jobs – a vast majority, 80%, see AI technologies, including Gen Ai, more than one opportunity than a threat.
I believe the accessibility of AI and the relevant digital technologies. “For the first time in history, people have developed accessible technologies that can learn and develop in dialogue with those who use them,” said Accenture co-authors, led by Karalee Close, Kishore Durg and Professor Majd Sakr. Today’s AI and Genai systems are capable of thinking, designing and acting autonomously.
What is needed to do all the projects is what the Accenture team calls on constant learning, which is a two -way learning loop between human work and AI agent. Current Genai assistants can be information font, but they only represent an early step towards true co-transformation environments.
At this point, co-learning is still observed only in a minority of organizations, research shows. Only 11% of organisms are currently equipped to allow effective co-transition.
These future fulfillment organizations see tangible results. The authors of the research determine these organizations as those who “lead with curiosity and creativity, integrate learning as part of the work, the hardwire trust and make Gen AI work in the way people work.”
Achieve 4 times faster development of skills, 2 times higher confidence in adapting daily work habits to work with Genai and are 1.4 times more likely to report year in year
Profitability is increasing, the research notes.
Significantly, they also show 8 times more confidence in leadership.
Accenture authors provide an example of AI co-inspection work:
“Co-learning is a deeper relationship in which the individual and AI are constantly adapted to each other. In a call center, for example, co-learning may resemble two teammates who handle a call together, with a human representative in the lead and an autonomous AI agent who listens to the background. future calls. ”
The Accenture Group offers the following recommendations to build such a cooperation organization:
Make Genai work the way people work. The push must be in improving people’s daily experience with AI. “If people already fight with the basics, what happens when AI tools become more complex and more practical?”
Continuously improves workers’ experience to enable effective AI-Human cooperation. “Try usability regularly and treat friction points through special feedback and help mechanisms.”
Anchor Genai efforts on the results that are important: Better decisions and impacts of employees and businesses. “Start small, but also planning for common value in big business processes, not just wins.
Develop the AI Agent’s capabilities gradually. “Give employees clarity and autonomy in how they shape and interact with the work flows of the evolving agent, but maintain transparent human supervision and monitor AI systems to make sure they provide updated environmental information.”
Transition to adaptive systems learning from the use of real world. This should “evolve into alignment with the changing needs of workers, work flows and business priorities”.
The key to the successful integration of AI into the workforce allows two -way learning. As this research shows, we are nowhere close to this point. No matter how automated organism, it still gets people to make things work.
