Post by account_disabled on Dec 25, 2023 23:31:58 GMT -5
Management and leadership areas: vision and leadership, openness and ability to change, long-term thinking, and business and technology strategy close integration and effective collaboration. As with other technology-driven transformations, these are general capabilities that are essential for high-performing companies. However, there are some specific challenges: Executives may still need to (1) learn more about AI; (2) deepen their view of how to organize their business around AI; and (3) gain a broader understanding of how their business operates competitive landscape. Challenge 1: Build an intuitive understanding of AI Executives and other managers need at least.
A basic understanding of AI, a view echoed by executives and academics. JD Elliott, director of enterprise data management at TIAA, a Fortune 100 financial services organization with nearly $1 trillion in assets under management, added: “I don’t think every front-line manager needs to understand the difference between deep learning and shallow learning. The difference. Neural networks. But I think it’s important Job Function Email List to note that by using analytics and leveraging data, we do have the technology to produce better and more accurate results and decisions than intuition can." Marketing, Rotman School of Management, University of Toronto "You worry that immature managers might see a prediction succeed once and think it's always good, or see a bad prediction and And think it's always bad.
Joichi Ito director of the MIT Media Lab, believes that "every manager must have an intuitive understanding of artificial intelligence. ” 5 To deepen their understanding of digital, many executives travel to Silicon Valley to experience digital natives, design thinking methods, fail-fast culture, etc. While these are core to building a digital business, such trips are not essential for understanding artificial intelligence. Especially valuable. For those who have already been exposed to the wonders of robots, self-driving cars, or poker machines, there is nothing new to experience in artificial intelligence companies.
A basic understanding of AI, a view echoed by executives and academics. JD Elliott, director of enterprise data management at TIAA, a Fortune 100 financial services organization with nearly $1 trillion in assets under management, added: “I don’t think every front-line manager needs to understand the difference between deep learning and shallow learning. The difference. Neural networks. But I think it’s important Job Function Email List to note that by using analytics and leveraging data, we do have the technology to produce better and more accurate results and decisions than intuition can." Marketing, Rotman School of Management, University of Toronto "You worry that immature managers might see a prediction succeed once and think it's always good, or see a bad prediction and And think it's always bad.
Joichi Ito director of the MIT Media Lab, believes that "every manager must have an intuitive understanding of artificial intelligence. ” 5 To deepen their understanding of digital, many executives travel to Silicon Valley to experience digital natives, design thinking methods, fail-fast culture, etc. While these are core to building a digital business, such trips are not essential for understanding artificial intelligence. Especially valuable. For those who have already been exposed to the wonders of robots, self-driving cars, or poker machines, there is nothing new to experience in artificial intelligence companies.