• <code id="u2c20"></code>
  • <sup id="u2c20"><s id="u2c20"></s></sup>
    <label id="u2c20"><input id="u2c20"></input></label>
  • 立即打開
    埃森哲掌門人:人工智能將重塑公司,帶來無限可能

    埃森哲掌門人:人工智能將重塑公司,帶來無限可能

    Julie Sweet 2021年11月12日
    沈居麗認為,公司能夠采用和拓展人工智能,銳意轉型,重新定義行業。

    圖片來源:PHOTOGRAPH BY CHRISTIE HEMM KLOK

    各行各業的首席執行官們正在爭先恐后地采用和拓展人工智能。埃森哲(Accenture)的研究顯示,在新冠疫情期間,半數美國公司增加了對人工智能的投資。這只是一個開始,預計人工智能將在未來幾年內快速增長。為避免在競爭中落后,各組織需要以新思維看待人工智能——從高層開始,深入了解人工智能如何為所有利益相關者創造價值。

    首先,所有公司,不論規模大小,都必須領會一個重新定義數字景觀的真理:云是賦能者;數據是驅動力;人工智能是分水嶺。人工智能從根本上改變業務范圍,解鎖商業價值,從啟用新的人機工作方式、智能系統到推出新的產品和服務。人工智能如何迅速在數字殿堂中占據一席之地,是新冠疫情之下另一個舉世矚目的故事。

    兩年前,大多數公司才剛剛開始嘗試人工智能。一些利用人工智能改革部分業務,例如客戶服務,但很少有公司在整個企業大規模推行。而后,新冠疫情襲來,從根本上改變了數字轉型的動力。

    幾乎在一夜之間,已經投資云計算和人工智能等技術并培養起相關文化的公司一騎絕塵,將對手遠遠拋在身后。在過去三年中,排名前10%的公司(“領先者”)的平均收入增長率是排名后25%的公司(“落后者”)的五倍。同時,平均約18%的公司(“跳躍者”)采用了先進和新興技術,并在企業中推廣這些技術;他們如今的增長速度是落后者的四倍。在美國,跳躍者將人工智能的采用率提高了近55%。

    人工智能成為技術生命線中的重要環節,對一些公司來說,更是一種生存方式。一家美國零售商利用人工智能工具,包括本地化算法、機器學習和高級分析,確定封鎖隔離后的經營策略——何時何地重新開店,根據快速變化的消費者偏好上架哪些商品,如何最合理地調整定價,哪些促銷在線上或實體銷售渠道中最有效。

    如今,有遠大抱負的公司不滿足于生存現狀,探索無限可能,脫穎而出。投資云和數據解決方案的跳躍者,運用人工智能等創新工具和能力,從產品開發到戰略規劃,在各部門大刀闊斧地改革。他們與領先者一起利用云遷移和管理數據,斬獲新知,采用創新導向的人工智能,推動企業價值。

    人工智能幫助跨國汽車制造商根據客戶在裝配線上的需求,將四種車型的100多個不同版本具象化。人工智能使全球保險公司可以將理賠受理和處理時間減少50%以上。包裝消費品公司使用人工智能實時查看產品表現,預測即將出現的短缺對市場的影響,一旦發生中斷,重新規劃整個供應鏈。

    人工智能有助于解決一些嚴峻的環境和社會難題:減少碳排放、辨認人口販運、防止毀滅性的野火;保護瀕危珊瑚礁。這還只是冰山一角,人工智能在推動可持續發展方面大有可為。

    人工智能新規劃

    公司能夠采用和拓展人工智能,銳意轉型,重新定義行業。如何才能加入領先者和跳躍者的行列?首先,首席執行官們需要制定人工智能新規劃,有四大要點。

    制定戰略,推動人工智能大規模發展。隨著企業形成人工智能、數據和技術優先的思維方式,領先者正在將IT支出從維護轉向創新,并將人工智能推廣到業務的方方面面。人工智能帶來前所未有的機會,憑借智能產品和服務,自動化創造新效率,實現高營收增長。人工智能必須與企業發展戰略相結合。挑戰各業務領域,確定人工智能將在企業戰略和成功中發揮的作用。

    建立專門的人工智能團隊。人工智能規?;x不開多元化的團隊——人工智能工程師、機器學習專家、數據科學家、社會學家等,以及吸引和留住他們的環境和文化。最關鍵的是具有“溝通技巧”的業務和技術專家,他們可以將人工智能轉化為商業價值。在公司不擅長的領域,尋找技術、學術和行業的外部合作伙伴。

    快速、持續的學習和進修。自上而下,從管理層抓起。要發展人工智能,最高管理層應該與時俱進,對人工智能及其影響有深刻的理解,并有能力在戰略、投資、勞動力、政策和監管方面作出重要決策和權衡。需要在組織上下營造新文化,培養學習能力,擁抱人工智能,重點是進修、提升、超越,確保所有人都為人工智能做好準備。首席執行官們自身應該抓緊熟悉技術,有助于在整個企業拓展人工智能。

    最高管理層善治善能,保證負責任的人工智能。人工智能帶來了一系列新的現實、風險和回報,需要新方法來確保正確使用,重點是在公司內外建立信任。最高管理層必須以適當的原則和流程為依據,制定治理新方針,從而確保整個組織負責任地使用人工智能,解決公平性、透明度和問責制等問題。

    人工智能帶來了巨大的希望,推動公司在各個方向創造價值,從市場領導到熟練勞動力,再到有助于應對世界級可持續難題的創新。憑借先進技術和人類的聰明才智,首席執行官們可以帶領企業進入一個無限可能的新時代。(財富中文網)

    譯者:Transn

    沈居麗(Julie Sweet)是埃森哲的董事長兼首席執行官。

    各行各業的首席執行官們正在爭先恐后地采用和拓展人工智能。埃森哲(Accenture)的研究顯示,在新冠疫情期間,半數美國公司增加了對人工智能的投資。這只是一個開始,預計人工智能將在未來幾年內快速增長。為避免在競爭中落后,各組織需要以新思維看待人工智能——從高層開始,深入了解人工智能如何為所有利益相關者創造價值。

    首先,所有公司,不論規模大小,都必須領會一個重新定義數字景觀的真理:云是賦能者;數據是驅動力;人工智能是分水嶺。人工智能從根本上改變業務范圍,解鎖商業價值,從啟用新的人機工作方式、智能系統到推出新的產品和服務。人工智能如何迅速在數字殿堂中占據一席之地,是新冠疫情之下另一個舉世矚目的故事。

    兩年前,大多數公司才剛剛開始嘗試人工智能。一些利用人工智能改革部分業務,例如客戶服務,但很少有公司在整個企業大規模推行。而后,新冠疫情襲來,從根本上改變了數字轉型的動力。

    幾乎在一夜之間,已經投資云計算和人工智能等技術并培養起相關文化的公司一騎絕塵,將對手遠遠拋在身后。在過去三年中,排名前10%的公司(“領先者”)的平均收入增長率是排名后25%的公司(“落后者”)的五倍。同時,平均約18%的公司(“跳躍者”)采用了先進和新興技術,并在企業中推廣這些技術;他們如今的增長速度是落后者的四倍。在美國,跳躍者將人工智能的采用率提高了近55%。

    人工智能成為技術生命線中的重要環節,對一些公司來說,更是一種生存方式。一家美國零售商利用人工智能工具,包括本地化算法、機器學習和高級分析,確定封鎖隔離后的經營策略——何時何地重新開店,根據快速變化的消費者偏好上架哪些商品,如何最合理地調整定價,哪些促銷在線上或實體銷售渠道中最有效。

    如今,有遠大抱負的公司不滿足于生存現狀,探索無限可能,脫穎而出。投資云和數據解決方案的跳躍者,運用人工智能等創新工具和能力,從產品開發到戰略規劃,在各部門大刀闊斧地改革。他們與領先者一起利用云遷移和管理數據,斬獲新知,采用創新導向的人工智能,推動企業價值。

    人工智能幫助跨國汽車制造商根據客戶在裝配線上的需求,將四種車型的100多個不同版本具象化。人工智能使全球保險公司可以將理賠受理和處理時間減少50%以上。包裝消費品公司使用人工智能實時查看產品表現,預測即將出現的短缺對市場的影響,一旦發生中斷,重新規劃整個供應鏈。

    人工智能有助于解決一些嚴峻的環境和社會難題:減少碳排放、辨認人口販運、防止毀滅性的野火;保護瀕危珊瑚礁。這還只是冰山一角,人工智能在推動可持續發展方面大有可為。

    人工智能新規劃

    公司能夠采用和拓展人工智能,銳意轉型,重新定義行業。如何才能加入領先者和跳躍者的行列?首先,首席執行官們需要制定人工智能新規劃,有四大要點。

    制定戰略,推動人工智能大規模發展。隨著企業形成人工智能、數據和技術優先的思維方式,領先者正在將IT支出從維護轉向創新,并將人工智能推廣到業務的方方面面。人工智能帶來前所未有的機會,憑借智能產品和服務,自動化創造新效率,實現高營收增長。人工智能必須與企業發展戰略相結合。挑戰各業務領域,確定人工智能將在企業戰略和成功中發揮的作用。

    建立專門的人工智能團隊。人工智能規?;x不開多元化的團隊——人工智能工程師、機器學習專家、數據科學家、社會學家等,以及吸引和留住他們的環境和文化。最關鍵的是具有“溝通技巧”的業務和技術專家,他們可以將人工智能轉化為商業價值。在公司不擅長的領域,尋找技術、學術和行業的外部合作伙伴。

    快速、持續的學習和進修。自上而下,從管理層抓起。要發展人工智能,最高管理層應該與時俱進,對人工智能及其影響有深刻的理解,并有能力在戰略、投資、勞動力、政策和監管方面作出重要決策和權衡。需要在組織上下營造新文化,培養學習能力,擁抱人工智能,重點是進修、提升、超越,確保所有人都為人工智能做好準備。首席執行官們自身應該抓緊熟悉技術,有助于在整個企業拓展人工智能。

    最高管理層善治善能,保證負責任的人工智能。人工智能帶來了一系列新的現實、風險和回報,需要新方法來確保正確使用,重點是在公司內外建立信任。最高管理層必須以適當的原則和流程為依據,制定治理新方針,從而確保整個組織負責任地使用人工智能,解決公平性、透明度和問責制等問題。

    人工智能帶來了巨大的希望,推動公司在各個方向創造價值,從市場領導到熟練勞動力,再到有助于應對世界級可持續難題的創新。憑借先進技術和人類的聰明才智,首席執行官們可以帶領企業進入一個無限可能的新時代。(財富中文網)

    譯者:Transn

    沈居麗(Julie Sweet)是埃森哲的董事長兼首席執行官。

    CEOs across industries are showing a new urgency around adopting and scaling artificial intelligence (A.I.). During the pandemic, half of U.S. companies increased their investment in A.I., according to Accenture research. And this is just a start, with rapid growth in A.I. expected in the coming years. To keep from falling behind the competition, organizations will need to adopt a new mindset about A.I.—starting at the top—and gain a deeper understanding of how A.I. can generate value for all stakeholders.

    As a foundation, companies of all sizes must grasp a truism that has redefined the digital landscape: Cloud is the enabler; data is the driver; and A.I. is the differentiator. A.I. unlocks business value by changing what you can do in fundamental ways, from enabling new human-plus-machine ways of working and smarter systems to creating new products and services. How A.I. has quickly gained a seat in the digital pantheon is yet another remarkable story of pandemic-era change.

    Two years ago, most organizations were only just beginning to experiment with A.I. Some were using A.I. to transform parts of their businesses like customer service, but few were starting to scale it across their entire enterprises. Then the pandemic hit and fundamentally altered the dynamics of digital transformation.

    Almost overnight, companies that had already invested in technologies like cloud and A.I. and evolved their culture to support it created a sizable competitive gap. These top 10% of companies (“leaders”) have grown revenue, on average, at five times the rate of the bottom 25% (“laggards”) in the past three years. Concurrently, about 18% of companies (“leapfroggers”) on average adopted advanced and emerging technologies and scaled them across their enterprises; they are now growing four times as fast as the laggards. In the U.S., the leapfroggers increased their A.I. adoption by nearly 55%.

    A.I. became an important link in the technology lifeline—for some companies, a way to survive. One U.S.-based retailer set up A.I.-based tools, including localized algorithms, machine learning, and advanced analytics, to map their post-lockdown strategy—where and when to reopen stores, which merchandise to carry based on rapidly changing consumer preferences, how best to revise pricing, and which promotions would be most effective across online or brick-and-mortar sales channels.

    Now, future-looking companies are differentiating themselves by moving beyond what is necessary to what is possible. The leapfroggers, which have invested in cloud and data solutions, use innovative tools and capabilities like A.I. to transform twice as many processes across their functions, from product development to strategic planning. They have joined the leaders in migrating and curating their data in the cloud to gain new insights and adopt innovation-led A.I., driving business value.

    A.I. is helping a multinational auto manufacturer visualize more than 100 different versions of four car models, based on what customers want—right on the assembly line. A.I.-powered claims processing has enabled a global insurer to reduce claims intake and setup time by more than 50%. A consumer-packaged-goods company is using A.I. to gain a real-time view of how well a product is performing, predict the market impact of an upcoming shortage, and, if an interruption happens, replan the entire supply chain.

    And A.I. will transform how the world addresses some of its biggest environmental and societal challenges: reducing carbon emissions, identifying human trafficking, preventing devastating wildfires; and protecting endangered coral reefs. This only scratches the surface of the technology’s enormous potential to contribute to the advancement of a more sustainable world.

    A revised A.I. playbook

    By adopting and scaling A.I., companies can transform themselves—and redefine their industries. How can you join the leaders and leapfroggers? To begin, CEOs need a new A.I. playbook that starts with four priorities.

    Strategy to drive A.I. at scale. As organizations create an A.I.-, data-, and tech-first mindset, leaders are shifting their IT spend from maintenance to innovation and infusing A.I. into every area of their businesses. A.I. offers unprecedented opportunity to create top-line growth with intelligent products and services as well as new efficiencies through automation. A.I. must be integrated with your business strategy. Challenge each area of the business to define the role that A.I. will play in its strategy and success.

    Dedicated A.I. teams. A.I. at scale requires a diverse team—A.I. engineers, machine learning experts, data scientists, sociologists and more—along with an environment and culture that will attract and retain them. The most critical of all will be business and technology specialists with “bridge skills” who can translate A.I. into business value. And add external partners—technology, academic, and industry—in areas where your company lacks expertise.

    Rapid, continuous learning and reskilling. This starts at the top. A.I. requires a new type of C-suite leadership, with deep understanding of A.I. and its implications and the ability to make important decisions and tradeoffs on strategy, investments, workforce, and policy and regulation. A new culture and capability for learning is required throughout the organization to scale A.I. adoption, with a focus on reskilling, upskilling, and outskilling to make sure all are ready for the possibilities of A.I. By making technology education a personal priority, CEOs can help scale A.I. across the enterprise.

    C-suite governance for responsible A.I. A.I. brings a new set of realities, risks, and rewards, requiring a new approach to ensure its proper use, with a focus on building trust both inside and outside the company. The C-suite must own this, establishing a new governance approach with appropriate principles and processes. This will ensure that A.I. is used responsibly across the organization, addressing issues and concerns such as fairness, transparency, and accountability.

    A.I. holds enormous promise for companies that create value in all directions—from market leadership to a more skilled workforce to innovation that contributes to meeting the world’s top sustainability challenges. By tapping into the best of technology coupled with human ingenuity, CEOs can lead business into a new era of responsibility and possibility.

    Julie Sweet is chair and CEO of Accenture.

    最新:
    • 熱讀文章
    • 熱門視頻
    活動
    掃碼打開財富Plus App
  • <code id="u2c20"></code>
  • <sup id="u2c20"><s id="u2c20"></s></sup>
    <label id="u2c20"><input id="u2c20"></input></label>
  • 浓毛bbwbbwbbwbbw看_18禁亲胸揉胸膜下刺激免费漫画_亚洲国产美国国产综合一区二区_国产午夜免费视频秋霞影院