After years of hype and speculation, artificial intelligence (AI) has finally left the realm of science fiction and established itself as a clear and present organizational priority. AI is projected to add US$13 trillion to the global economy over the next decade, so it is no surprise that organizations are looking deeper into it.
As AI enters the workforce, the critical question is not whether it will affect jobs, but how—prompting intense debate around AI’s role at work. Organizations face a fundamental choice: either use AI solely to automate tasks that were formerly performed by people or use it to assist workers as well. In any case, organizations must find ways to completely integrate AI into workplace teams as it is critical to creating value, for teams are a fundamental unit in today’s organizations.
The concept of “superjobs” offers a clue to what this integration could look like. Superjobs combine the tasks and responsibilities of several traditional jobs, using technology to broaden the scope of the work performed. In other words, it is where computers and people use their complementary strengths to improve business outcomes.
Superjobs and superteams illustrate how the relationship between technology and people is evolving from a focus on automating work to replace workers, to augmenting workers with technology to create superjobs, to collaborating with technology to form superteams at the group level.
Focusing on augmentation and collaboration can potentially free up a lot more workforce capacity than just replacing human workers with intelligent machines, even though freeing up capacity may not be the goal of these efforts. This is because effective augmentation and collaboration strategies use AI to reimagine the nature of the work, rather than just doing the same old work with different actors. Moving from a substitution mindset to augmentation and collaboration will require reinvention at multiple levels, both by workers and organizations.
Forward-thinking organizations across all industries are showing how they are incorporating AI at all three levels of substitution, augmentation, and collaboration. Over time, human involvement will be significantly reduced while accuracy and operational efficiency will climb. The future of infrastructure management will be delivered by robots in the field, data analytics in the cloud, and AI embedded in the process. This will allow companies to help people make better decisions faster.
Organizations that continue to manage AI and humans on parallel tracks will only continue to make moderate gains in efficiency. While organizations that choose to integrate humans and AI into superteams can achieve much greater value by redesigning work in transformative ways. The latter path, while likely more difficult, is where the larger opportunity lies. Organizations that meet the challenges head-on and build workforce security through reinvention will be well-positioned to capitalize on AI’s potential to drive enterprise value and create meaningful jobs.
In this series of articles, we will introduce you to each of the 2020 Deloitte Global Human Capital trends and show how organizations can work within an environment shaped by the fusion of technology and people to embed purpose, potential and perspective into the DNA of how they operate. If you would like more information on Superteams—Putting AI in the group, please contact the Deloitte Banking and Human Capital Leader, Pascal Martino (firstname.lastname@example.org).
And if you would like to view the full 2020 Human Capital Trends report, please download it here: https://www2.deloitte.com/lu/en/pages/human-capital/articles/human-capital-trends.html#1
Look for our next article “Knowledge management—Creating context for a connected world” to learn how new technologies—and a culture that celebrates sharing and creating knowledge—can help organizations take knowledge management to the next level.
Communicated by Deloitte Luxembourg
Publié le 07 septembre 2020