Intelligent Automation: What It’ll take to win the battle for Digital Transformation | Edumorfosis.Work 

Automation, says Richardson, has become more of a battle cry for driving more revenue and not just cutting costs.

Even amid the economic downturn of the coronavirus pandemic, companies aren’t putting their automation plans on ice. Grocers and big chains are deploying robots to clean floors, stock shelves and deliver food to shoppers.

In transportation and financial services, we’re seeing digital leaders embrace AI-powered image recognition, document classification, data extraction, and translation services to make employees far more efficient at processing data and making decisions than ever before.

As world leaders grapple to provide the best advice and put efficient measures in place to contain and control the impact of the coronavirus, hundreds of thousands of workers around the globe have been displaced. With companies, cities and entire countries on lockdown, many find themselves unable to continue working.

Automation has been around for more than 70 years and was first invented to make car manufacturing more productive. However, the world has only been implementing digital business automation since the early 2000s.

Today, people use this kind of automation on a daily basis to send automatic e-mail replies and schedule blog and social media posts. Automation has also recently evolved to include robots, artificial intelligence and smart machines that can accomplish simple tasks as well as or better than humans.

Since the Industrial Revolution 20 years ago, there has been a decrease in abstract task-intensive employment. Many believe this is a result of automation.

While this data may suggest robots and AI are coming for your jobs, researchers propose that automation is actually beneficial across the board, increasing productivity and creating more job opportunities.

There is little doubt that automation will have a profound and lasting impact on many businesses. According to research commissioned by Expleo, 39% of employed adults agreed that technology enables them to work faster. In comparison, nearly a third (32%) stated that “greater access to information” has improved their working lives.

Automation has often been portrayed in a negative light with mass job losses often cited as the primary result of more automation. However, as the Future That Works, McKinsey Global Institute explains, automation is already here: “Most people already work alongside automation, and possibly don’t even notice. For call centre operators, automatic processes currently work behind the scenes to pre-sort calls and remove some of the administrative burdens. Around half of all tasks performed in work today could be automated by adapting currently available technologies.”

Han pasado ya seis semanas desde que comenzase el teletrabajo forzado, y Leire, diseñadora gráfica de 34 años, ya no puede más. Su jornada de trabajo ha aumentado un par de horas diarias respecto a lo habitual. Al principio no se daba cuenta, porque las había ahorrado en desplazamiento, pero poco a poco es cada vez más evidente. Se siente atada al ordenador día y noche. En cualquier momento, puede ser reclamada. Además, su carga ha aumentado sensiblemente desde aquel día a mediados de marzo que entró en casa para no volver a salir, y la situación en principio temporal parece que se va a prolongar hasta septiembre.

The 15th edition of the World Economic Forum’s Global Risks Report is published as critical risks are manifesting. The global economy is facing an increased risk of stagnation, climate change is striking harder and more rapidly than expected, and fragmented cyberspace threatens the full potential of next-generation technologies — all while citizens worldwide protest political and economic conditions and voice concerns about systems that exacerbate inequality. The challenges before us demand immediate collective action, but fractures within the global community appear to only be widening. Stakeholders need to act quickly and with purpose within an unsettled global landscape.

One of the hottest topics in business today is upskilling, reskilling, and redefining jobs for the future of work. It’s so rampant that 34% of CEOs now rate it one of their “top three threats to growth.”

It’s a big and complex topic, and one that I often feel is out of control. Companies are buying vast libraries of content in an attempt to “reskill” their workforce, and they’re seeing mixed results. While some focus on “capability academies” with great success (where I believe this market is going), others now buy learning experience platforms and large libraries of content and cross their fingers.

En estos tiempos difíciles, la prensa y el público están amontonando quejas sobre los gobiernos y las empresas por sus respuestas a la pandemia. Sin embargo, es sorprendente lo bien que han funcionado hasta ahora los cierres y las cuarentenas en el mundo desarrollado (dejando de lado las protestas como las de Michigan). Las cadenas de suministro siguen funcionando. Los sistemas médicos están funcionando, si bien a veces se extienden hasta sus límites. No ha habido quiebras a gran escala que pudieran iniciar un efecto de contagio.

Almost every week a new story breaks painting a grim picture of work in the UK; from factory closures and large scale redundancies to British companies moving business abroad. There are also national and local skills shortages and regions and sectors left behind, with innovation and new technology restricted to a few parts of the country.

El mundo cambió frente a nuestros ojos.

La situación del coronavirus es un golpe muy fuerte al corazón de nuestra sociedad. Sin embargo, lo que sabemos con certeza es que nos vimos obligados a cambiar nuestros hábitos para mantenernos seguros: Ir a la escuela o a la oficina de manera presencial ya no es una opción, visitar un restaurante es una irresponsabilidad, dar un paseo por la calle es un lujo, ir a hacer la compra es, para algunos, un riesgo y, al final, nuestras casas se volvieron nuestro único espacio. Y fue por eso que el mundo cambió mientras estábamos en nuestras casas.

La emergencia de un nuevo paradigma de organización social y económica aparece como un tema recurrente, pero nadie se anima siquiera a esbozarlo. Es la sociedad la que ha echado mano a tecnologías e innovaciones que ya estaban implementadas y funcionando, aunque su uso no se encontraba ampliamente difundido. Ellas son las que caracterizan a la Cuarta Revolución Industrial, descripta por Klaus Schwab (fundador del Word Economic Forum) como “la fusión de los mundos físico, digital y biológico a través de nuevas tecnologías”; por ejemplo, el “Internet de las Cosas”, drones, nanotecnología, conexión de redes, impresión 3D, etcétera.

At the beginning of this year, a rare few could have predicted how abruptly life would soon change. But one thing has become abundantly clear from the recent COVID-19 crisis: We can’t put off what matters most for later.

Wasting valuable energy on mindless activity will keep us from the work we most care about.

In the business world, this means being pulled along by low-value tasks and confusing busywork with productivity.

It’s natural in uncertain times for our attention to be diverted in numerous directions. But immediately responding to emails as soon as they hit our inbox or checking our phones every five minutes — while momentarily satisfying — is often a distraction from completing the more critical work on our plates.

As COVID-19 cuts its path across the world, attention is shifting away from the immediate need to contain a public health crisis and toward the crisis’s long-term impact on jobs, workers, and the “future of work.” What was once a long-term, wonk-dominated discussion centered on upskilling and vulnerability to task automation has devolved into how to best staunch the loss in jobs, incomes, and livelihoods. Over the span of just one month, the United States has shed more than 22 million jobs, erasing all gains from the post-2009 recovery. As decision-makers develop policy responses and unlock funding mechanisms, future-of-work resiliency must be baked into the recovery.

As part of its earnings announcement for the end of FY20, Tata Consultancy Services (TCS) made a revelation that in the future, it believes that it doesn’t need to have more than 25% of its workforce at its offices to have 100% productivity. This would mean that 75% of TCS’ workforce could be working from home by 2025.

TCS Chief Operating Officer (COO) NG Subramaniam said that they call this their 25/25 model, and that they do not need more than 25% of their employees at their facilities to be fully productive.

In addition, he said that in their experience due to the lockdown, they do not need employees to be present at their offices all the time. “I think it’s sufficient if they spend 25% of their time in our offices,” he said.

It’s funny how quickly the strange and unfamiliar become routine. After weeks of awkwardness at the supermarket checkout, suddenly the choreography is getting easier: I’ve almost mastered the new rhythm of packing, waiting decorously for the cashier to move their hand away before swooping on whatever they’ve passed across the scanner. Even the sight of conveyor belts being doused with disinfectant after every customer seems almost normal now, although it shouldn’t.

f the fossil fuel-centered, “take, make, waste” economies of the last century are truly becoming passé, what shape should a circular workforce take? Natural capital has been front and center in much of the early evangelism around the circular economy, but a focus on human capital is beginning to emerge.

One of the leaders in these discussions is the think tank Circle Economy, which recently issued a vision for what the circular economy can mean in a best-case scenario for people’s labor and livelihoods. The Amsterdam-based social enterprise began several years ago to explore more of the social angle of circularity, knowing that two magic words, “job creation,” tend to turn heads.

No sé si vengo de un futuro a uno o diez años, lo que si que veo en el futuro son redes de personas trabajando con metodologías agiles y con unas carreras profesionales no lineales, con movimientos en diagonal, verticales, incluso rollup, que es tirar para atrás.

Un futuro donde hay mucha movilidad; la gente tiene que aprender y desaprender, y aquí RRHH tiene una función de conector de nodos, es el mediador, el impulsor.

Se debe democratizar la función ya que no es un tema solo de recursos humanos, es un tema de todos los de la compañía, recursos humanos es un promotor, puede ser un coach un mentor… que ayuda a los otros a gestionar los recursos humanos de verdad, del día a día.

The nature of work has continuously changed over time. Factories and manufacturing are no longer where most of us work. We work in offices, at home, and often remote from our team mates. Today, much of what we do at work is networked via digital technologies.

Here is a useful model of working smarter by connecting our work teams with our professional communities and networks. It is based on three practices: seeking knowledge, sensemaking, and sharing our knowledge, or simply put — seek > sense > share.

There were lots of reasons for professors to avoid synchronous instruction at the beginning of the Coronavirus pandemic. Students are scattered across different times zones, their access to computers and reliable internet varies, and everyday schedules have changed. It’s also hard to teach a 10 a.m. class live when you keep getting booted off your own videoconference, for example, or when students don’t show up because they’re caring for their families or have other responsibilities at that time.

Guillermo Miranda está a cargo de la estrategia general de la compañía y de la ejecución de las iniciativas de responsabilidad social corporativa (RSC) y de impacto social de la empresa. Guillermo está impulsando la transformación digital de los programas e iniciativas de ciudadanía de IBM para crear el futuro, avanzando en su alcance y reputación como el administrador responsable de la tecnología en el mundo.

Antes de ocupar este cargo, fue Director de Aprendizaje de IBM, encargado de reinventar la educación integral, la carrera profesional y las prácticas y plataformas de habilitación de habilidades en toda la empresa mundial. Inmediatamente antes, fue el primer Director de Personas y Talento (CHRO) para el recién fundado IBM Digital Business Group, dirigiendo la cultura organizativa y renovando los procesos de gestión de las relaciones con los clientes y el compromiso general para los equipos de ventas digitales, plataformas cognitivas y marketing digital de IBM.

Por un lado, la cuarta revolución industrial con su robótica avanzada, el transporte autónomo, la inteligencia artificial, el aprendizaje automatizado y la biotecnología, entre otros avances, que ya han comenzado a transformar el modo en que vivimos y trabajamos.

Por otro, el factor humano que desde hace un tiempo ya no tiene como fin último ganar dinero para comprar un auto o una casa, es decir, “para vivir mejor”, sino que busca otro tipo de satisfactores que realmente lo incentiven a dar lo mejor de sí para alcanzar los objetivos de cualquier proyecto.

Todo esto dentro un entorno económico, político y social que está por entrar en una nueva era, la cual ha acelerado su arribo durante las últimas semanas.

As a result of technological progress and demographic changes, more than six million people in the UK are currently employed in occupations that are likely to change radically or disappear entirely by 2030. Without immediate action, there’s a risk these people will be trapped in insecure, low-value, low-pay employment – or worse, forced out of work altogether.

Nunca el acrónimo VUCA (Volátil, Incierto, Complejo y Ambiguo, en sus siglas en inglés) había sido tan apropiado. Los cambios que estamos viviendo como consecuencia de la pandemia de la COVID-19 están generando un gran impacto en todos los ámbitos (individual, familiar, social y organizacional), y nos obliga, más que nunca, a pensar de forma diferente.

We may not be living on Mars or traveling to work using jet packs, but there’s no doubt the coming decade will bring many exciting technological advances. In this article, I want to outline the 25 key technology trends that I believe will shape the 2020s.

COVID-19 has upended working life, changing how and where people do their jobs. But with governments and companies around the world looking to ease lockdowns, minimizing virus transmission at work is now at the top of many organizations’ agendas.