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埃森哲掌門人:人工智能將重塑公司,帶來無限可能

Julie Sweet
2021-11-12

沈居麗認為,公司能夠采用和拓展人工智能,銳意轉型,重新定義行業(yè)。

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圖片來源:PHOTOGRAPH BY CHRISTIE HEMM KLOK

各行各業(yè)的首席執(zhí)行官們正在爭先恐后地采用和拓展人工智能。埃森哲(Accenture)的研究顯示,在新冠疫情期間,半數(shù)美國公司增加了對人工智能的投資。這只是一個開始,預計人工智能將在未來幾年內快速增長。為避免在競爭中落后,各組織需要以新思維看待人工智能——從高層開始,深入了解人工智能如何為所有利益相關者創(chuàng)造價值。

首先,所有公司,不論規(guī)模大小,都必須領會一個重新定義數(shù)字景觀的真理:云是賦能者;數(shù)據(jù)是驅動力;人工智能是分水嶺。人工智能從根本上改變業(yè)務范圍,解鎖商業(yè)價值,從啟用新的人機工作方式、智能系統(tǒng)到推出新的產品和服務。人工智能如何迅速在數(shù)字殿堂中占據(jù)一席之地,是新冠疫情之下另一個舉世矚目的故事。

兩年前,大多數(shù)公司才剛剛開始嘗試人工智能。一些利用人工智能改革部分業(yè)務,例如客戶服務,但很少有公司在整個企業(yè)大規(guī)模推行。而后,新冠疫情襲來,從根本上改變了數(shù)字轉型的動力。

幾乎在一夜之間,已經投資云計算和人工智能等技術并培養(yǎng)起相關文化的公司一騎絕塵,將對手遠遠拋在身后。在過去三年中,排名前10%的公司(“領先者”)的平均收入增長率是排名后25%的公司(“落后者”)的五倍。同時,平均約18%的公司(“跳躍者”)采用了先進和新興技術,并在企業(yè)中推廣這些技術;他們如今的增長速度是落后者的四倍。在美國,跳躍者將人工智能的采用率提高了近55%。

人工智能成為技術生命線中的重要環(huán)節(jié),對一些公司來說,更是一種生存方式。一家美國零售商利用人工智能工具,包括本地化算法、機器學習和高級分析,確定封鎖隔離后的經營策略——何時何地重新開店,根據(jù)快速變化的消費者偏好上架哪些商品,如何最合理地調整定價,哪些促銷在線上或實體銷售渠道中最有效。

如今,有遠大抱負的公司不滿足于生存現(xiàn)狀,探索無限可能,脫穎而出。投資云和數(shù)據(jù)解決方案的跳躍者,運用人工智能等創(chuàng)新工具和能力,從產品開發(fā)到戰(zhàn)略規(guī)劃,在各部門大刀闊斧地改革。他們與領先者一起利用云遷移和管理數(shù)據(jù),斬獲新知,采用創(chuàng)新導向的人工智能,推動企業(yè)價值。

人工智能幫助跨國汽車制造商根據(jù)客戶在裝配線上的需求,將四種車型的100多個不同版本具象化。人工智能使全球保險公司可以將理賠受理和處理時間減少50%以上。包裝消費品公司使用人工智能實時查看產品表現(xiàn),預測即將出現(xiàn)的短缺對市場的影響,一旦發(fā)生中斷,重新規(guī)劃整個供應鏈。

人工智能有助于解決一些嚴峻的環(huán)境和社會難題:減少碳排放、辨認人口販運、防止毀滅性的野火;保護瀕危珊瑚礁。這還只是冰山一角,人工智能在推動可持續(xù)發(fā)展方面大有可為。

人工智能新規(guī)劃

公司能夠采用和拓展人工智能,銳意轉型,重新定義行業(yè)。如何才能加入領先者和跳躍者的行列?首先,首席執(zhí)行官們需要制定人工智能新規(guī)劃,有四大要點。

制定戰(zhàn)略,推動人工智能大規(guī)模發(fā)展。隨著企業(yè)形成人工智能、數(shù)據(jù)和技術優(yōu)先的思維方式,領先者正在將IT支出從維護轉向創(chuàng)新,并將人工智能推廣到業(yè)務的方方面面。人工智能帶來前所未有的機會,憑借智能產品和服務,自動化創(chuàng)造新效率,實現(xiàn)高營收增長。人工智能必須與企業(yè)發(fā)展戰(zhàn)略相結合。挑戰(zhàn)各業(yè)務領域,確定人工智能將在企業(yè)戰(zhàn)略和成功中發(fā)揮的作用。

建立專門的人工智能團隊。人工智能規(guī)?;x不開多元化的團隊——人工智能工程師、機器學習專家、數(shù)據(jù)科學家、社會學家等,以及吸引和留住他們的環(huán)境和文化。最關鍵的是具有“溝通技巧”的業(yè)務和技術專家,他們可以將人工智能轉化為商業(yè)價值。在公司不擅長的領域,尋找技術、學術和行業(yè)的外部合作伙伴。

快速、持續(xù)的學習和進修。自上而下,從管理層抓起。要發(fā)展人工智能,最高管理層應該與時俱進,對人工智能及其影響有深刻的理解,并有能力在戰(zhàn)略、投資、勞動力、政策和監(jiān)管方面作出重要決策和權衡。需要在組織上下營造新文化,培養(yǎng)學習能力,擁抱人工智能,重點是進修、提升、超越,確保所有人都為人工智能做好準備。首席執(zhí)行官們自身應該抓緊熟悉技術,有助于在整個企業(yè)拓展人工智能。

最高管理層善治善能,保證負責任的人工智能。人工智能帶來了一系列新的現(xiàn)實、風險和回報,需要新方法來確保正確使用,重點是在公司內外建立信任。最高管理層必須以適當?shù)脑瓌t和流程為依據(jù),制定治理新方針,從而確保整個組織負責任地使用人工智能,解決公平性、透明度和問責制等問題。

人工智能帶來了巨大的希望,推動公司在各個方向創(chuàng)造價值,從市場領導到熟練勞動力,再到有助于應對世界級可持續(xù)難題的創(chuàng)新。憑借先進技術和人類的聰明才智,首席執(zhí)行官們可以帶領企業(yè)進入一個無限可能的新時代。(財富中文網)

譯者:Transn

沈居麗(Julie Sweet)是埃森哲的董事長兼首席執(zhí)行官。

各行各業(yè)的首席執(zhí)行官們正在爭先恐后地采用和拓展人工智能。埃森哲(Accenture)的研究顯示,在新冠疫情期間,半數(shù)美國公司增加了對人工智能的投資。這只是一個開始,預計人工智能將在未來幾年內快速增長。為避免在競爭中落后,各組織需要以新思維看待人工智能——從高層開始,深入了解人工智能如何為所有利益相關者創(chuàng)造價值。

首先,所有公司,不論規(guī)模大小,都必須領會一個重新定義數(shù)字景觀的真理:云是賦能者;數(shù)據(jù)是驅動力;人工智能是分水嶺。人工智能從根本上改變業(yè)務范圍,解鎖商業(yè)價值,從啟用新的人機工作方式、智能系統(tǒng)到推出新的產品和服務。人工智能如何迅速在數(shù)字殿堂中占據(jù)一席之地,是新冠疫情之下另一個舉世矚目的故事。

兩年前,大多數(shù)公司才剛剛開始嘗試人工智能。一些利用人工智能改革部分業(yè)務,例如客戶服務,但很少有公司在整個企業(yè)大規(guī)模推行。而后,新冠疫情襲來,從根本上改變了數(shù)字轉型的動力。

幾乎在一夜之間,已經投資云計算和人工智能等技術并培養(yǎng)起相關文化的公司一騎絕塵,將對手遠遠拋在身后。在過去三年中,排名前10%的公司(“領先者”)的平均收入增長率是排名后25%的公司(“落后者”)的五倍。同時,平均約18%的公司(“跳躍者”)采用了先進和新興技術,并在企業(yè)中推廣這些技術;他們如今的增長速度是落后者的四倍。在美國,跳躍者將人工智能的采用率提高了近55%。

人工智能成為技術生命線中的重要環(huán)節(jié),對一些公司來說,更是一種生存方式。一家美國零售商利用人工智能工具,包括本地化算法、機器學習和高級分析,確定封鎖隔離后的經營策略——何時何地重新開店,根據(jù)快速變化的消費者偏好上架哪些商品,如何最合理地調整定價,哪些促銷在線上或實體銷售渠道中最有效。

如今,有遠大抱負的公司不滿足于生存現(xiàn)狀,探索無限可能,脫穎而出。投資云和數(shù)據(jù)解決方案的跳躍者,運用人工智能等創(chuàng)新工具和能力,從產品開發(fā)到戰(zhàn)略規(guī)劃,在各部門大刀闊斧地改革。他們與領先者一起利用云遷移和管理數(shù)據(jù),斬獲新知,采用創(chuàng)新導向的人工智能,推動企業(yè)價值。

人工智能幫助跨國汽車制造商根據(jù)客戶在裝配線上的需求,將四種車型的100多個不同版本具象化。人工智能使全球保險公司可以將理賠受理和處理時間減少50%以上。包裝消費品公司使用人工智能實時查看產品表現(xiàn),預測即將出現(xiàn)的短缺對市場的影響,一旦發(fā)生中斷,重新規(guī)劃整個供應鏈。

人工智能有助于解決一些嚴峻的環(huán)境和社會難題:減少碳排放、辨認人口販運、防止毀滅性的野火;保護瀕危珊瑚礁。這還只是冰山一角,人工智能在推動可持續(xù)發(fā)展方面大有可為。

人工智能新規(guī)劃

公司能夠采用和拓展人工智能,銳意轉型,重新定義行業(yè)。如何才能加入領先者和跳躍者的行列?首先,首席執(zhí)行官們需要制定人工智能新規(guī)劃,有四大要點。

制定戰(zhàn)略,推動人工智能大規(guī)模發(fā)展。隨著企業(yè)形成人工智能、數(shù)據(jù)和技術優(yōu)先的思維方式,領先者正在將IT支出從維護轉向創(chuàng)新,并將人工智能推廣到業(yè)務的方方面面。人工智能帶來前所未有的機會,憑借智能產品和服務,自動化創(chuàng)造新效率,實現(xiàn)高營收增長。人工智能必須與企業(yè)發(fā)展戰(zhàn)略相結合。挑戰(zhàn)各業(yè)務領域,確定人工智能將在企業(yè)戰(zhàn)略和成功中發(fā)揮的作用。

建立專門的人工智能團隊。人工智能規(guī)?;x不開多元化的團隊——人工智能工程師、機器學習專家、數(shù)據(jù)科學家、社會學家等,以及吸引和留住他們的環(huán)境和文化。最關鍵的是具有“溝通技巧”的業(yè)務和技術專家,他們可以將人工智能轉化為商業(yè)價值。在公司不擅長的領域,尋找技術、學術和行業(yè)的外部合作伙伴。

快速、持續(xù)的學習和進修。自上而下,從管理層抓起。要發(fā)展人工智能,最高管理層應該與時俱進,對人工智能及其影響有深刻的理解,并有能力在戰(zhàn)略、投資、勞動力、政策和監(jiān)管方面作出重要決策和權衡。需要在組織上下營造新文化,培養(yǎng)學習能力,擁抱人工智能,重點是進修、提升、超越,確保所有人都為人工智能做好準備。首席執(zhí)行官們自身應該抓緊熟悉技術,有助于在整個企業(yè)拓展人工智能。

最高管理層善治善能,保證負責任的人工智能。人工智能帶來了一系列新的現(xiàn)實、風險和回報,需要新方法來確保正確使用,重點是在公司內外建立信任。最高管理層必須以適當?shù)脑瓌t和流程為依據(jù),制定治理新方針,從而確保整個組織負責任地使用人工智能,解決公平性、透明度和問責制等問題。

人工智能帶來了巨大的希望,推動公司在各個方向創(chuàng)造價值,從市場領導到熟練勞動力,再到有助于應對世界級可持續(xù)難題的創(chuàng)新。憑借先進技術和人類的聰明才智,首席執(zhí)行官們可以帶領企業(yè)進入一個無限可能的新時代。(財富中文網)

譯者:Transn

沈居麗(Julie Sweet)是埃森哲的董事長兼首席執(zhí)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 (“l(fā)eaders”) have grown revenue, on average, at five times the rate of the bottom 25% (“l(fā)aggards”) in the past three years. Concurrently, about 18% of companies (“l(fā)eapfroggers”) 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.

財富中文網所刊載內容之知識產權為財富媒體知識產權有限公司及/或相關權利人專屬所有或持有。未經許可,禁止進行轉載、摘編、復制及建立鏡像等任何使用。
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