Obvious and interesting point in this debate. I still don’t know why it matters why/how a decision gets made. For me, the question is only “is this the right decision?”. Poor or good reasons, even if we can know them, don’t justify or excuse a poor decision.
Incidentally, this is no different than how we think about human beings. The reasons for a decision might be interesting or even informative, but they don’t make the decision itself good or bad.
“Two-thirds of them tell us that their organizations are overly complex and inefficient, while only about half say their organizations are well prepared for the change that is needed. Rather than facilitating delivery of mission and strategy, organizational structures are standing in their way."— All change: The new era of perpetual organizational upheavalread more >
“Enter the most aspirational description of effective executive assistants: to become extended brains (and therefore extended doers, speakers, and listeners) for the leaders they support.”—Making the Case for Effective Assistantsread more >
“when supported by effective executive assistants, school leaders will be prepped on the way into meetings, present when in those meetings, and pushed forward by those meetings”—Making the Case for Effective Assistants
This is a good argument to just keep running with things. It’s inevitable that we would get too much wrong if we tried to engineer the job market to prevent impact from AI.
“It’s understandable that we might want to steer or shape the development of AI technology so that it maximizes the benefits for workers, and avoids the “replacement” part. But there is a big problem with the idea — namely that no one, including Daron Acemoglu or any economist, has any idea how to predict which technologies will augment humans and which will simply replace their labor.”—Why trying to shape AI …
“Too often, this happens because the busiest people in an organization are often the same people who need to give final approval to, or budgetary support for, an idea. Or, they don’t believe that they have the time to explain to someone else how a project should be done. To coin a kind of reverse power law, there’s probably a lot of untapped value in most schools simply because the person in charge doesn’t have fifteen minutes (right now) to activate that value, see it through, and as a result, save fifteen hours (over the next six months).”—Making the Case for Effective Assistantsread more >
“Rehan Haque, founder and CEO of Metatalent.ai, also stresses the importance of human capital within any digital transformation. When he built his company, for instance, he focused on upskilling, reskilling, cross-skilling and redeployment to equip people to handle emerging technologies. “Humans were the most important thing from an investor’s point of view, and then technology,” he recalls.
That’s all well and good, but will it be enough to assuage customers’ worries? To help firms keep pace, could the likes of AI be put to work to help on the ethical front?”—Is your digital transformation …
“Technology and society are driving changes faster than your people can adapt. According to the OECD, 1.1 billion jobs will be disrupted in the next five years. Employees the world over require upskilling (learning to improve current work) and reskilling (learning to do new types of work).”—Build a Strong Learning Culture on Your Teamread more >
“The most at-risk industries are “administrative support” estimated at 46% and “legal” estimated at 44%. The least at-risk roles will be within manual labor and hands-on jobs. The timeline of these estimates is unclear, but potentially within ten years.”—Artificial Intelligence Series 2 Of 5: AI’s Influence On The Workforceread more >
