In an era where advances of it occur almost every week, Jim Wilson, Global Managing Director at … [+]
While sitting with Jim Wilson, Global Managing Director of Accenture Thought and Technology Leadership and co-author of the newly updated book “Human Car +: Repair of Work in the Age”, one thing became clear: the revolution of it has nothing to do with people-is for people plus cars.
In a world where the basic advances of it seem to surrender every month, Wilson offers an optimistic refreshing perspective that reduces noise. Instead of looking at him as a threat to work, he presents compelling evidence of a future built on cooperative intelligence.
Missing Middle of Human Machinery Cooperation
“There is a kind of cooperation intelligence that companies will now need to compete and renew,” Wilson explained during our conversation. “Really really about creating the thought and rigor of this combined effect, where human ingenuity, human innovation, plus the systems of it overcome what everyone could do alone.”
To illustrate this point, Wilson shared the fascinating story of a Lithuanian scholar who cleverly repurned the Alfafoli (a system for predicting protein structures) to solve the complex problems of protein interaction that his creators did not anticipate. The result? A scientific progress that combined human creativity with the power of it.
“On the human side, previous methods can reach about 74 percent accuracy. But it often took weeks manual effort,” Wilson noted. “On the side of him, Alphafold would have essentially scored a zero. But through human cooperation and machinery, we actually see an effect where they were able to achieve precision 88 percent in just a few hours.”
This sweet place of cooperation is what Wilson calls “mid -lost” – space where human abilities and strengths are combined to create something greater than the sum of their parts.
Transforming business and economy functions
The implications of this cooperative approach extend beyond scientific research. According to Accenture research, the generative one will transform more than 40% of the work hours in the industry, with six business functions, seeing over half of their hours of work reformulated through automation, growth and cooperation.
Wilson shared an example of the real -world of a global drink company that a sales generating coach with the powerful one implemented. The results were extraordinary: “Seller sellers were now able to spend measurable less time in front of their computers and actually measurable more time meeting with clients. And the company was also able to see these front lines now able to go after and have meetings with new customers that they were simply unable to do.”
The company did not stop at the pilot phase – they are now scaling this initiative into 1,500 additional sellers across the regions.
Redesigning jobs for the era of it
While adopting it is accelerated, how should leaders recover roles and descriptions of work? Wilson believes most companies still missing signs.
“Most companies today are really still losing work models to methodically connect people and cars and build it cooperative intelligence,” he explained. “Most companies today are really still losing work models to methodically connect people and cars and build it cooperative intelligence,” he explained. Wilson calls on companies to take immediate action by redesigning their labor force about six essential work categories while developing innovative work methods.
Wilson categorizes these developing roles into two main groups. First, there are technical positions that directly enable the systems of it: the coaching and refining the models of it, the expatriate that interpret the results and build interfaces that make them understandable throughout the business, and the holders that ensure that the systems function ethical and effective over time.
Beyond these specialized technical roles, Wilson identifies three distinct ways for him to transform existing work: amplification, where he enhances human analytical and creative abilities; the interaction, which includes new forms of cooperation between the people and the interfaces of it; and the incarnation, where it extends physical abilities through technologies such as cooperative robotics in production environments. These transformations do not simply replace jobs, but essentially change how work is done.
He shared persuasive statistics showing the power of this increase: “In a large -scale study of analytical tasks, only he reached 73 percent of the performance, only 80%human. But amplified workers he reached 90%.
This transformation is already happening in the creative fields. Wilson described how furniture designers now cooperate with generating systems that can suggest innovative models based on aesthetic and business criteria, transforming the very nature of the design process.
New union skills for the era of it
With 95% of workers who see possible values to work with generating and 94% ready to learn new skills, the critical question is: what competences should we develop?
“There is a melting of man and the machine increasingly in work processes,” Wilson observed. “There is an increasing need for a melting of work skills and learning at work.”
Wilson and his co -author, Paul Daughery, identified eight “melting skills” essential to this new era. An essential ability is “integration of judgment” – the ability to evaluate the results of it for innovation, usefulness and reliability.
“Creating value in this era of the General it really requires the bringing of your human expert judgment, your domain expertise in fields such as law or product design or science in the way you cooperate with major linguistic models,” Wilson said.
A frame for transforming it
For business executives who seek to implement it effectively, Wilson offers a structured approach called Melds – Mindset, Experimentation, Leadership, Digital Nucleus and Ability.
First, leaders must adopt a mentality that redesigned processes about “lost average”, decomposition of work and delegation tasks of people or people or cars based on comparative advantage.
Then comes the experiment – but with a clear way towards the escalation of successful pilots. “Many companies are a kind of stuck in the experimentation phase,” Wilson warned. “Really really important for companies to think of those experimental pilots, shifting the initiative to a production system.”
Leading in the age of it means embracing the responsible practices of one who goes beyond simple compliance. However, Wilson noted that “98 percent of executives really understand the importance of managing good risk, only about 2 percent of the companies we have seen are really implementing it in a holistic and action -based way.”
Companies also need a strong digital essence, including cloud infrastructure and modernized data systems. Currently, only about 20% of companies have properly prepared their data and the Cloud infrastructure for effective use of it.
Finally, organizations need to invest in skill development. Wilson says that despite the widespread enthusiasm of his skills, only about 5% of workers believe their companies are providing appropriate resources and time for skill development.
Last Currency: Trust
While the systems of it become more capable and autonomous, Wilson points out that belief will be the limiting factor in realizing it possible.
“People will not cooperate with the systems and it effectively if it is just a kind of black box and they do not know why one is making a special decision,” he explained. That is why roles such as “learning engineers of explaining machinery” are becoming increasingly important.
The impact of the business, the explanable, human -focused, is already measurable. Wilson quoted the research showing “a fivefold discount on human error rates in identifying damaged parts on the factory floor when workers see a explanable recommendation to it in their work.” Similarly, in health care, doctors show a 10 -point increase in accuracy with the explanable one, but a 20 -point reduction with black box systems.
In this new era of cooperative intelligence, the future belongs to organizations that can successfully mix human creativity with the ability to build confidence through explanable systems, and develop the melting skills needed for effective human cars partnerships. Those who possess this balance will not only survive the revolution of it – they will bloom in it.