Alarmists are sounding off about the potential impact of artificial intelligence (AI) technologies on the livelihood of the human capital. The potential is indeed there and artificial intelligence is showing much promise in performing tasks faster, better, and at a lower cost. How do managers at all levels adapt and quell the anxiety in the fast emerging world of smart machines?
The results of international survey focussed on digital transformation conducted by Kolbjørnsrud et al. has revealed that managers spend more than 50% of their time on administrative coordination and control. However, managers view the AI potential to support monitoring and reporting in a positive light.
The transformation required is more focus on the application of experience and expertise on critical decision-making, as a practice according to Kolbjørnsrud et al. Managers also believe creative thinking and experimentation are key competencies that need to be honed.
It is apparent that a significant shift needs to take place in what drives human performance at work. The pace at which this digital transformation change is coming and the felt anxiety, uncertainty, vulnerability and questioning of purpose by the human workforce should not be underestimated.
The traditional management approach of recruitment and training for new capability while expecting new behavior may fall short of performance expectation unless the relationship people have with AI, that determines their experience, is mentored and coached.