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里希·苏纳克为CEO提供AI相关建议:他的“黄金法则”是什么?

Kamal Ahmed
2026-04-03

苏纳克认为,AI落地应用的速度“至关重要”。

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2026年3月,里希·苏纳克出席在英国伯明翰举行的高盛“英国1万家小企业AI增长计划”活动。图片来源:Goldman Sachs

在2024年英国大选失利后,外界曾对里希·苏纳克有一种简单的定论:这位斯坦福MBA毕业生、前高盛(Goldman Sachs)分析师会退出议会,离开英国,迅速前往加州,在某家超大规模云服务商谋得高薪高位。尽管苏纳克一再否认,但几乎没人相信他。他经常穿着典型硅谷风格的白色运动鞋。

两年后的今天,苏纳克让怀疑者大跌眼镜。他仍然是英格兰北部一个乡村选区的议员(他甚至将AI在奶牛养殖中的应用作为自己的研究重点之一)。同时,尽管他已成为高盛、微软(Microsoft)和Anthropic的顾问,他的工作重心依然坚定地扎根于英国。工党政府也经常与他保持沟通。

在英国第二大城市伯明翰(位于伦敦以北约100英里)举行的高盛“1万家小企业”项目会议上,苏纳克表示:“我与这两家科技公司的合作,让我更加确信,AI不仅将带来巨大的改变,而且变革的速度也将超出想象。”

“这不仅仅关乎改善我们的经济状况——尽管这本身至关重要。我认为,AI将抬高整个人类社会的生存底线,因为它将让世界各地的每个人,无论身处何地,都有机会获得金钱能买到的最优质的医疗和教育。我认为,这是一股非同寻常的民主化力量。”

他对在场的众多首席执行官表示,AI落地应用的速度“至关重要”。如果你没有为“应用型AI”(即在业务中实际应用AI)时代做好规划,就面临被时代抛弃的风险,并最终滑落到“K型经济”中代表衰退的那一侧。

苏纳克表示:“就像蒸汽动力、电力一样,人工智能是一种通用技术,它能够也必将改变我们经济和社会的方方面面。面对新技术,我们都经历过类似的周期:市场充斥着炒作,人们也容易被情绪裹挟。但我真心认为,如果说人工智能只用工业革命一半的时间就能产生两倍的影响,这样的判断其实已经是相对保守的了。”

与企业领袖们的问答环节也颇具启发性。大多数首席执行官表示,他们在做出决策时需要更多支持;也有人意识到,必须对员工进行培训,从而共同创造新的高效工作方式,而不是自上而下强行推行。还有不少人担心失去工作,这种担忧有时源于认知盲区,而非真实数据。有一位创始人还特别提到,对那些华而不实的AI工具产生“虚假自信”,这是一个值得关注的问题。

苏纳克表示:“很明显,在AI这件事上,责任不能只落在IT部门。它必须从企业领导层开始。麦肯锡(McKinsey)的研究显示,当领导者展现出明确的责任意识和投入时,企业内部的AI落地会更加成功。这并不意味着你必须具备深厚的技术背景,你不需要一夜之间变成程序员,但关键在于认知和思维方式。”

“我在各地与企业交流时,看到的最大错误是,人们先从技术入手,然后再去为其寻找应用场景,这完全是本末倒置。”

“最好的做法是,先审视公司业务本身,找出痛点所在:哪些任务让员工感到沮丧?哪些流程拖慢了效率?又有哪些瓶颈限制了增长?从这些地方入手,往往是识别AI初始应用场景的最佳路径。”

在高盛的此次会议上,有一个分论坛主题是“AI——是朋友还是敌人?”当然,答案并不是非此即彼。关键在于,首席执行官们是否清楚AI能够在哪些方面推动增长、创造收入机会,同时又能保留那些对企业和各部门至关重要的人类领导力与判断力。如果所有人都以同样的方式使用相同的AI工具,那么最终大家提供的解决方案也会趋于同质化。而一个充斥着“AI垃圾内容”的世界,绝非任何人的向往之地。(财富中文网)

译者:刘进龙

审校:汪皓

在2024年英国大选失利后,外界曾对里希·苏纳克有一种简单的定论:这位斯坦福MBA毕业生、前高盛(Goldman Sachs)分析师会退出议会,离开英国,迅速前往加州,在某家超大规模云服务商谋得高薪高位。尽管苏纳克一再否认,但几乎没人相信他。他经常穿着典型硅谷风格的白色运动鞋。

两年后的今天,苏纳克让怀疑者大跌眼镜。他仍然是英格兰北部一个乡村选区的议员(他甚至将AI在奶牛养殖中的应用作为自己的研究重点之一)。同时,尽管他已成为高盛、微软(Microsoft)和Anthropic的顾问,他的工作重心依然坚定地扎根于英国。工党政府也经常与他保持沟通。

在英国第二大城市伯明翰(位于伦敦以北约100英里)举行的高盛“1万家小企业”项目会议上,苏纳克表示:“我与这两家科技公司的合作,让我更加确信,AI不仅将带来巨大的改变,而且变革的速度也将超出想象。”

“这不仅仅关乎改善我们的经济状况——尽管这本身至关重要。我认为,AI将抬高整个人类社会的生存底线,因为它将让世界各地的每个人,无论身处何地,都有机会获得金钱能买到的最优质的医疗和教育。我认为,这是一股非同寻常的民主化力量。”

他对在场的众多首席执行官表示,AI落地应用的速度“至关重要”。如果你没有为“应用型AI”(即在业务中实际应用AI)时代做好规划,就面临被时代抛弃的风险,并最终滑落到“K型经济”中代表衰退的那一侧。

苏纳克表示:“就像蒸汽动力、电力一样,人工智能是一种通用技术,它能够也必将改变我们经济和社会的方方面面。面对新技术,我们都经历过类似的周期:市场充斥着炒作,人们也容易被情绪裹挟。但我真心认为,如果说人工智能只用工业革命一半的时间就能产生两倍的影响,这样的判断其实已经是相对保守的了。”

与企业领袖们的问答环节也颇具启发性。大多数首席执行官表示,他们在做出决策时需要更多支持;也有人意识到,必须对员工进行培训,从而共同创造新的高效工作方式,而不是自上而下强行推行。还有不少人担心失去工作,这种担忧有时源于认知盲区,而非真实数据。有一位创始人还特别提到,对那些华而不实的AI工具产生“虚假自信”,这是一个值得关注的问题。

苏纳克表示:“很明显,在AI这件事上,责任不能只落在IT部门。它必须从企业领导层开始。麦肯锡(McKinsey)的研究显示,当领导者展现出明确的责任意识和投入时,企业内部的AI落地会更加成功。这并不意味着你必须具备深厚的技术背景,你不需要一夜之间变成程序员,但关键在于认知和思维方式。”

“我在各地与企业交流时,看到的最大错误是,人们先从技术入手,然后再去为其寻找应用场景,这完全是本末倒置。”

“最好的做法是,先审视公司业务本身,找出痛点所在:哪些任务让员工感到沮丧?哪些流程拖慢了效率?又有哪些瓶颈限制了增长?从这些地方入手,往往是识别AI初始应用场景的最佳路径。”

在高盛的此次会议上,有一个分论坛主题是“AI——是朋友还是敌人?”当然,答案并不是非此即彼。关键在于,首席执行官们是否清楚AI能够在哪些方面推动增长、创造收入机会,同时又能保留那些对企业和各部门至关重要的人类领导力与判断力。如果所有人都以同样的方式使用相同的AI工具,那么最终大家提供的解决方案也会趋于同质化。而一个充斥着“AI垃圾内容”的世界,绝非任何人的向往之地。(财富中文网)

译者:刘进龙

审校:汪皓

There was a simple narrative about Rishi Sunak when he was defeated in the U.K. general election of 2024. The Stanford MBA graduate and former Goldman Sachs analyst would quit Parliament, leave the U.K., and hotfoot it to California for lucrative roles toward the top of some hyperscaler or other. Sunak kept insisting it wasn’t true, despite the fact he often wore regulation Silicon Valley white trainers. Few people believed him.

Two years later, and Sunak has confounded the skeptics. He is still a Member of Parliament for a rural constituency in the north of England (AI use for dairy farmers is one of his specialties). And although he is now an advisor to Goldman Sachs, Microsoft, and Anthropic, his work is resolutely anchored in the U.K. The Labour government is regularly in touch.

“My work with the two technology companies has left me even more convinced, not just about how much AI is going to change, but how quickly it’s going to change things, too,” Sunak told a conference hosted by the Goldman Sachs 10,000 Small Businesses programme held in Birmingham, England’s second city 100 miles north of London.

“It’s not just about transforming our economy—as much as that is important. I believe that AI is going to lift the floor for humanity, and it’s going to do that because it’s going to make it possible for everyone, no matter where they are around the world, to have access to the best health care and education that money can buy. And I think that is an extraordinary democratizing force.”

He told the room full of chief executives that speed of adoption is “everything.” If you are not planning for the era of applied AI (in use in your business), then the risk is being left behind, sitting on the wrong side of a “K-shaped economy.”

“Like steam power, like electricity, artificial intelligence is a general-purpose technology which can and will change every aspect of our economy, of our society,” Sunak said. “With new technologies, we’ve all been through these cycles. There’s lots of hype out there, and people get carried away, but I genuinely believe that it is a conservative estimate to say that artificial intelligence will have twice the impact of the Industrial Revolution in just half the time.”

The question-and-answer session with the business leaders is revealing. Most feel they need support in making decisions as CEOs. Others know they need to train their staff so that new ways of being productive can be cocreated, not ordered from above. Many fear losing their jobs, sometimes through ignorance rather than data. One founder flagged “false confidence” with splashy AI tools as worthy of note.

“It’s clear that when it comes to AI, the responsibility for it can’t sit in the IT department,” Sunak said. “It has to start with the leaders. Research from McKinsey shows that when leaders demonstrate ownership and commitment, they find that AI deployment in their organizations is far more successful. That doesn’t mean that you have to have deep technical expertise. You don’t need to become a coder overnight, but it’s about awareness, [and] it’s about mindset.

“When I go around the country talking to businesses, the single biggest mistake I see is that people start with the technology first and then try and find a use case for it, which is completely the wrong way around.

“The best thing to do is to look at your business first and figure out where the pain points are. Where are those tasks that employees are really frustrated with? Where are the processes that slow things down? Or where are the bottlenecks that are limiting your growth? That is probably the best way to identify a set of initial AI use cases.”

One of the sessions at the Goldman Sachs conference is titled “AI—friend or foe?” It’s neither, of course. The key will be a CEO’s awareness of where AI can drive growth and revenue opportunities whilst retaining the very essential human leadership and guidance that makes each business and division unique. If everyone uses the same AI tools in the same way, then everyone risks offering the same AI-led solutions. And a world of AI-slop is not where anyone wants to be.

财富中文网所刊载内容之知识产权为财富媒体知识产权有限公司及/或相关权利人专属所有或持有。未经许可,禁止进行转载、摘编、复制及建立镜像等任何使用。
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