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埃森哲掌门人:人工智能将重塑公司,带来无限可能

埃森哲掌门人:人工智能将重塑公司,带来无限可能

Julie Sweet 2021年11月12日
沈居丽认为,公司能够采用和拓展人工智能,锐意转型,重新定义行业。

图片来源:PHOTOGRAPH BY CHRISTIE HEMM KLOK

各行各业的首席执行官们正在争先恐后地采用和拓展人工智能。埃森哲(Accenture)的研究显示,在新冠疫情期间,半数美国公司增加了对人工智能的投资。这只是一个开始,预计人工智能将在未来几年内快速增长。为避免在竞争中落后,各组织需要以新思维看待人工智能——从高层开始,深入了解人工智能如何为所有利益相关者创造价值。

首先,所有公司,不论规模大小,都必须领会一个重新定义数字景观的真理:云是赋能者;数据是驱动力;人工智能是分水岭。人工智能从根本上改变业务范围,解锁商业价值,从启用新的人机工作方式、智能系统到推出新的产品和服务。人工智能如何迅速在数字殿堂中占据一席之地,是新冠疫情之下另一个举世瞩目的故事。

两年前,大多数公司才刚刚开始尝试人工智能。一些利用人工智能改革部分业务,例如客户服务,但很少有公司在整个企业大规模推行。而后,新冠疫情袭来,从根本上改变了数字转型的动力。

几乎在一夜之间,已经投资云计算和人工智能等技术并培养起相关文化的公司一骑绝尘,将对手远远抛在身后。在过去三年中,排名前10%的公司(“领先者”)的平均收入增长率是排名后25%的公司(“落后者”)的五倍。同时,平均约18%的公司(“跳跃者”)采用了先进和新兴技术,并在企业中推广这些技术;他们如今的增长速度是落后者的四倍。在美国,跳跃者将人工智能的采用率提高了近55%。

人工智能成为技术生命线中的重要环节,对一些公司来说,更是一种生存方式。一家美国零售商利用人工智能工具,包括本地化算法、机器学习和高级分析,确定封锁隔离后的经营策略——何时何地重新开店,根据快速变化的消费者偏好上架哪些商品,如何最合理地调整定价,哪些促销在线上或实体销售渠道中最有效。

如今,有远大抱负的公司不满足于生存现状,探索无限可能,脱颖而出。投资云和数据解决方案的跳跃者,运用人工智能等创新工具和能力,从产品开发到战略规划,在各部门大刀阔斧地改革。他们与领先者一起利用云迁移和管理数据,斩获新知,采用创新导向的人工智能,推动企业价值。

人工智能帮助跨国汽车制造商根据客户在装配线上的需求,将四种车型的100多个不同版本具象化。人工智能使全球保险公司可以将理赔受理和处理时间减少50%以上。包装消费品公司使用人工智能实时查看产品表现,预测即将出现的短缺对市场的影响,一旦发生中断,重新规划整个供应链。

人工智能有助于解决一些严峻的环境和社会难题:减少碳排放、辨认人口贩运、防止毁灭性的野火;保护濒危珊瑚礁。这还只是冰山一角,人工智能在推动可持续发展方面大有可为。

人工智能新规划

公司能够采用和拓展人工智能,锐意转型,重新定义行业。如何才能加入领先者和跳跃者的行列?首先,首席执行官们需要制定人工智能新规划,有四大要点。

制定战略,推动人工智能大规模发展。随着企业形成人工智能、数据和技术优先的思维方式,领先者正在将IT支出从维护转向创新,并将人工智能推广到业务的方方面面。人工智能带来前所未有的机会,凭借智能产品和服务,自动化创造新效率,实现高营收增长。人工智能必须与企业发展战略相结合。挑战各业务领域,确定人工智能将在企业战略和成功中发挥的作用。

建立专门的人工智能团队。人工智能规模化离不开多元化的团队——人工智能工程师、机器学习专家、数据科学家、社会学家等,以及吸引和留住他们的环境和文化。最关键的是具有“沟通技巧”的业务和技术专家,他们可以将人工智能转化为商业价值。在公司不擅长的领域,寻找技术、学术和行业的外部合作伙伴。

快速、持续的学习和进修。自上而下,从管理层抓起。要发展人工智能,最高管理层应该与时俱进,对人工智能及其影响有深刻的理解,并有能力在战略、投资、劳动力、政策和监管方面作出重要决策和权衡。需要在组织上下营造新文化,培养学习能力,拥抱人工智能,重点是进修、提升、超越,确保所有人都为人工智能做好准备。首席执行官们自身应该抓紧熟悉技术,有助于在整个企业拓展人工智能。

最高管理层善治善能,保证负责任的人工智能。人工智能带来了一系列新的现实、风险和回报,需要新方法来确保正确使用,重点是在公司内外建立信任。最高管理层必须以适当的原则和流程为依据,制定治理新方针,从而确保整个组织负责任地使用人工智能,解决公平性、透明度和问责制等问题。

人工智能带来了巨大的希望,推动公司在各个方向创造价值,从市场领导到熟练劳动力,再到有助于应对世界级可持续难题的创新。凭借先进技术和人类的聪明才智,首席执行官们可以带领企业进入一个无限可能的新时代。(财富中文网)

译者:Transn

沈居丽(Julie Sweet)是埃森哲的董事长兼首席执行官。

各行各业的首席执行官们正在争先恐后地采用和拓展人工智能。埃森哲(Accenture)的研究显示,在新冠疫情期间,半数美国公司增加了对人工智能的投资。这只是一个开始,预计人工智能将在未来几年内快速增长。为避免在竞争中落后,各组织需要以新思维看待人工智能——从高层开始,深入了解人工智能如何为所有利益相关者创造价值。

首先,所有公司,不论规模大小,都必须领会一个重新定义数字景观的真理:云是赋能者;数据是驱动力;人工智能是分水岭。人工智能从根本上改变业务范围,解锁商业价值,从启用新的人机工作方式、智能系统到推出新的产品和服务。人工智能如何迅速在数字殿堂中占据一席之地,是新冠疫情之下另一个举世瞩目的故事。

两年前,大多数公司才刚刚开始尝试人工智能。一些利用人工智能改革部分业务,例如客户服务,但很少有公司在整个企业大规模推行。而后,新冠疫情袭来,从根本上改变了数字转型的动力。

几乎在一夜之间,已经投资云计算和人工智能等技术并培养起相关文化的公司一骑绝尘,将对手远远抛在身后。在过去三年中,排名前10%的公司(“领先者”)的平均收入增长率是排名后25%的公司(“落后者”)的五倍。同时,平均约18%的公司(“跳跃者”)采用了先进和新兴技术,并在企业中推广这些技术;他们如今的增长速度是落后者的四倍。在美国,跳跃者将人工智能的采用率提高了近55%。

人工智能成为技术生命线中的重要环节,对一些公司来说,更是一种生存方式。一家美国零售商利用人工智能工具,包括本地化算法、机器学习和高级分析,确定封锁隔离后的经营策略——何时何地重新开店,根据快速变化的消费者偏好上架哪些商品,如何最合理地调整定价,哪些促销在线上或实体销售渠道中最有效。

如今,有远大抱负的公司不满足于生存现状,探索无限可能,脱颖而出。投资云和数据解决方案的跳跃者,运用人工智能等创新工具和能力,从产品开发到战略规划,在各部门大刀阔斧地改革。他们与领先者一起利用云迁移和管理数据,斩获新知,采用创新导向的人工智能,推动企业价值。

人工智能帮助跨国汽车制造商根据客户在装配线上的需求,将四种车型的100多个不同版本具象化。人工智能使全球保险公司可以将理赔受理和处理时间减少50%以上。包装消费品公司使用人工智能实时查看产品表现,预测即将出现的短缺对市场的影响,一旦发生中断,重新规划整个供应链。

人工智能有助于解决一些严峻的环境和社会难题:减少碳排放、辨认人口贩运、防止毁灭性的野火;保护濒危珊瑚礁。这还只是冰山一角,人工智能在推动可持续发展方面大有可为。

人工智能新规划

公司能够采用和拓展人工智能,锐意转型,重新定义行业。如何才能加入领先者和跳跃者的行列?首先,首席执行官们需要制定人工智能新规划,有四大要点。

制定战略,推动人工智能大规模发展。随着企业形成人工智能、数据和技术优先的思维方式,领先者正在将IT支出从维护转向创新,并将人工智能推广到业务的方方面面。人工智能带来前所未有的机会,凭借智能产品和服务,自动化创造新效率,实现高营收增长。人工智能必须与企业发展战略相结合。挑战各业务领域,确定人工智能将在企业战略和成功中发挥的作用。

建立专门的人工智能团队。人工智能规模化离不开多元化的团队——人工智能工程师、机器学习专家、数据科学家、社会学家等,以及吸引和留住他们的环境和文化。最关键的是具有“沟通技巧”的业务和技术专家,他们可以将人工智能转化为商业价值。在公司不擅长的领域,寻找技术、学术和行业的外部合作伙伴。

快速、持续的学习和进修。自上而下,从管理层抓起。要发展人工智能,最高管理层应该与时俱进,对人工智能及其影响有深刻的理解,并有能力在战略、投资、劳动力、政策和监管方面作出重要决策和权衡。需要在组织上下营造新文化,培养学习能力,拥抱人工智能,重点是进修、提升、超越,确保所有人都为人工智能做好准备。首席执行官们自身应该抓紧熟悉技术,有助于在整个企业拓展人工智能。

最高管理层善治善能,保证负责任的人工智能。人工智能带来了一系列新的现实、风险和回报,需要新方法来确保正确使用,重点是在公司内外建立信任。最高管理层必须以适当的原则和流程为依据,制定治理新方针,从而确保整个组织负责任地使用人工智能,解决公平性、透明度和问责制等问题。

人工智能带来了巨大的希望,推动公司在各个方向创造价值,从市场领导到熟练劳动力,再到有助于应对世界级可持续难题的创新。凭借先进技术和人类的聪明才智,首席执行官们可以带领企业进入一个无限可能的新时代。(财富中文网)

译者:Transn

沈居丽(Julie Sweet)是埃森哲的董事长兼首席执行官。

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.

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