Education Research

Managing the artificial intelligence pivot

The introduction of is an ongoing process and many departments may not be affected for a few years, but it is inevitable that they will be at some point in the future Since the start of the year, Starbucks , O2 and EDF Energy are just a few of the household brands that have introduced Artificial intelligenceArtificial Intelligence knows many different definitions, but in general it can be defined as a machine completing complex tasks intelligently, meaning that it mirrors human intelligence and evolves with time. () projects. The adoption of is growing at a phenomenal rate and is set to change everything about our lives, including the way we learn, consume and especially the way people work.

The introduction of is an ongoing process and many departments may not be affected for a few years, but it is inevitable that they will be at some point in the future Since the start of the year, Starbucks , O2 and EDF Energy are just a few of the household brands that have introduced Artificial intelligence () projects. The adoption of is growing at a phenomenal rate and is set to change everything about our lives, including the way we learn, consume and especially the way people work. Recent research found that 87% of workers believe will alter their job within three years. Yet managing the transition to a workplace where is seamlessly integrated remains a significant challenge for many companies.

skills are wanted

Issues such as the growing skills crisis, a lack of experience in managing projects, and harmonising humans to work alongside intelligent machines, all need to be tackled in order to successfully pivot towards an -friendly environment. Currently, the number one issue slowing the development of is a lack of qualified staff. Last year, adverts on Jobsite related to or machine rose by a staggering by 30%. Importantly, the battle for engineering talent isn’t just confined to tech companies like Google and Facebook – as spreads, every industry will need people capable of developing and working with . As with many hot new technologies, specialists are all too rare and finding people with the right skills can be difficult.

Managing knowledge

In order to make sure they have enough in-house knowledge, firms must look internally and focus on upskilling their existing staff. Doing so not only alleviates the skills shortage, but also allows more staff to get comfortable working with systems, reducing the potential for job displacement down the line. At some point, all employees will need to be -proficient. Up-skilled employees from these backgrounds can start to handle areas such as the design of agile data structures or modelling the type of real-world uncertainties that algorithmsAn algorithm is a fixed set of instructions for a computer. It can be very simple like "as long as the incoming number is smaller than 10, print "Hello World!". It can also be very complicated such as the algorithms behind self-driving cars. face every day. Investing in upskilling existing staff to become comfortable with the basics of also allows companies to focus their hiring resources. This allows them to concentrate on filling more specialised roles – either through permanent hires or bringing in external consultants that can rapidly ramp up expertise or provide on-demand advice. For now, when looking at potential employees to invest in, the key attributes should include anyone with a background in data, analytics or statistics. These foundations are crucial to working with systems.  […]

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