AI Tech

Do you believe that AI will eventually replace humans altogether?

Written by : Shweta (SOHAM) R on Digilah (Tech Thought Leadership)

Let’s try to understand the term first:

💡What Is Artificial Intelligence?

Artificial Intelligence is a new and exciting field that is quickly gaining popularity. It is a method of making a computer, a computer-controlled robot, or a software think intelligently like the human mind. AI is accomplished by studying the patterns of the human brain and by analyzing the cognitive process. 

It can be considered a tool to assist us to rise above our circumstances.

Before getting threatened and believing in speculations take a moment and register this, AI is a replica we have created to make our lives better.

It is made of code not cells!

Having said that, we must strive for creative sense because it’s just the beginning, we have only touched the surface of what Artificial Intelligence can accomplish. Our thinking capabilities and problem solving abilities are endless.

💡The four A.I. types are:

🧩Reactive Machines

🧩Limited Memory

🧩Theory of Mind(Exits only in theory)

🧩Self Aware(Exits only in theory)

We are currently well past the first type and actively perfecting the second. At the moment, the third and fourth types exist only in theory. 

Most of the recent or past developments are data driven. I am looking forward to the theory of mind and self care developments because their AI will have to deal with thoughts and emotions.

How on earth a machine is going to handle that?? 

According to Forbes AI is expected to see an annual growth rate of 37.3% from 2023 to 2030. AI continues to revolutionize various industries, with an expected annual growth rate of 37.3% between 2023 and 2030, as reported by Grand View Research. This rapid growth emphasizes the increasing impact of AI technologies in the coming years.

A quarter of companies are adopting AI because of labor shortages as labor shortages become a pressing concern, 25% of companies are turning to AI adoption to address this issue, according to an IBM report. AI helps businesses optimize operations and compensate for the lack of human resources.

Software engineers and data engineers are being recruited for AI support

As AI becomes more integrated into businesses, there is a growing demand for AI support roles. In 2022, 39% of businesses reported hiring software engineers, and 35% hired data engineers for AI-related positions, according to a McKinsey report.

97% of business owners believe ChatGPT will help their business

According to Forbes Advisor, a staggering 97% of business owners believe that ChatGPT will benefit their businesses. One in three businesses plan to use ChatGPT to create website content, while 44% aim to generate content in multiple languages. More than half believe AI will improve written content. 

Over half of respondents, 54%, believe that AI can improve written content, suggesting that AI-driven solutions such as ChatGPT have the potential to enhance text quality, creativity and efficiency in various content creation contexts.

💡What can we do to adapt the process?

In the emergence of AI technology, we may need to accept and reassess ourselves. We will need to be equipped skills-wise and knowledge-wise on how to handle and prosper in a world that is continuously changing and improving as days move on.

Conclusively, I will say it is important to get the hang of AI but again try to acquire a balance while you are turning into a robot with AI advancements to keep your natural stupidity alive to be creative. YES, AI is the present, but will it be the future?!

That’s a question mark for me, I believe quantum computing will take over.

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HR Tech

Leadership development in a virtual world

Written by –  Sreena Seetha Nadarajan on Digilah (Tech Thought Leadership)

Remote learning and training became the norm during the covid pandemic. With most of us locked in our homes, we were forced to look for new ways to acquire knowledge, to connect with people and, for many, develop new skills and capabilities. Those at the top of organisations, including senior leaders who are Members of our Community, had to navigate the challenges of leading their businesses remotely. How do you keep in touch with your executive team, your Board, your people and the outside world? How do you seek inspiration and advice, from colleagues, mentors and peers, in a lock down? 

Online learning and training is nothing new. Companies have offered employees access to e-learning as a flexible and often cost effective way of upskilling teams for some time. The challenge of leadership development is more complex. For executives, it’s often less about learning a new skill, but instead understanding the business landscape outside of your immediate organisation and industry. It is no longer enough to have deep sector expertise, leaders need insight from a range of sources and across different geographies in today’s fast-paced environment.

Executive development using technology to let the outside in

According to our research, senior executives including CEOs, CFOs and HRDs consistently rate development opportunities like mentoring and peer learning as most effective to their roles and responsibilities. When lockdown hit back in March 2020, Criticaleye had to quickly adapt many of the learning experiences we offer our Members, so technology played a major role in keeping leaders current and connected. 

In fact, when it comes to executive development, virtual meetings and connections with other leaders around the globe has become one of the major opportunities to emerge from the crisis. Our mentors are now able to combine face-to-face interactions with virtual conversations, creating a constant and consistent touchpoint for their mentee. Equally, and although we resumed our calendar of physical events last year when restrictions were lifted, the advent of more regular, virtual roundtables and forums at Criticaleye is enabling our Members to dip into leadership insight and be inspired by peers more than ever before.

Tech and Talent

If the way leaders are developing their skills and capabilities is changing, so too is the way they think about their workforce and talent strategies. Organisations need to adapt to remain competitive, and improve their understanding of both what it means to lead a distributed workforce. It’s about much more than remote working. Leading a distributed workforce should be intentional, strategic and it requires a shift in both leaders’ mindset and the culture of the business.  

According to discussions we frequently have with leaders across the Criticaleye Community, executives need to ask themselves how they can create a new sense of belonging in a more remote working environment. They also need to question how they measure and maintain productivity. Overall, there must be a focus from leadership teams on retaining your best talent, and, going back to our Criticaleye Research, the C-suite consistently cites talent as their top priority for the year ahead. 

Digital transformation is not just about the customer. It must also play a key role in how you engage your teams, what you offer in order to hold on to key people, how people learn and how leaders get the touchpoints they need to be successful. 

Sreena Nadarajan, Head of Research UK, Criticaleye

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HR Tech

Working reset to “REMOTE FIRST”

Written by JJ Chai on Digilah (Tech Thought Leadership)

Technology and virtual ways of working have made “REMOTE FIRST” way of working possible. The biggest proof being, almost the entire global economy has been able to survive because of this reset.

This new way of working requires some basic rules which every organisation, especially a start-up should follow to keep this sustainable and continuous.

Digital fluency

This may seem obvious, and to some extent, already a requirement for any knowledge industry job today. However, in a “REMOTE FIRST” environment, especially in a start-up, there’s no IT department helpdesk to call to fix up laptop or your microphone. Team members who can figure out how to troubleshoot, reboot or do basic configuration of their technology are much more productive than those who are typically reliant on an ‘IT person’ to fix things.

We see the ability to quickly learn the tech tools, whether collaborative cloud documents (no save to laptop and email please…), chat software or video calls as an important indicator of a successful remote-first employee. These are foundational skills, in some ways more important than even English language fluency.

High empathy

As a team with over 16 different nationalities, with different styles of communication in both written and spoken forms, we need team members who have high levels of empathy. It’s far too easy to misinterpret the tone and intent of messages or annoy others by setting up meetings at odd times of day due to time zone differences. 

We find that people who have a strong sense of empathy (e.g. as a simple indicator, they would indicate both parties’ time zone when scheduling meetings), to be much better adept to dealing with communication challenges and being effective team members in a remote-first environment. Some indicators, like experience with working across time zones, or having been well travelled (with a strong traveller’s point of view, vs a tourist point of view), are good signs in this respect.

Clarity of communication

This is true for any regular organisation but is made even more important in “REMOTE FIRST” organisations. With less opportunities to re-clarify at the water cooler or other interactions in the office, the ability to communicate well in writing and verbally are more important than ever. We appreciate structured communication and concise verbal communication.

The challenge to assess these three characteristics, and also other signals are also made tougher in a video-meeting set up. I do miss the days when I could do the coffee cup interview test. In-person at the office, I’d go with the candidate to the pantry, help get them a cup of beverage, bring them along to the interview room, and observe whether they later offered to help take it back to the pantry or assume ‘someone else would do it’!

We founded Rainforest in the midst of the Covid pandemic in early 2021. As an e-commerce aggregator that buys and builds e-commerce brands, growing the brands globally, we saw an opportunity to make the most of the pandemic situation by going “REMOTE FIRST”, i.e. we predominantly worked remotely, outside of a fixed office environment. As we grew, we took this further, and now have no office at all in any location. Our employees can work from anywhere.

We learnt that while most candidates that applied to us say they are comfortable to be part of a “REMOTE FIRST” team, the above characteristics stood out to be better indicators than others of being a successful “REMOTE FIRST” team member at Rainforest. We continue to look for these three traits to ensure they would thrive in our organisation.