With 59% of decision-makers in tech saying that technology is
advancing so quickly that they worry about the future of their busi- ness, Partha stresses the need for companies to approach digital transformation with a long-term strategic mindset. He said: “In an oil rush, like we’re seeing with AI, timescales
become compressed. One week can feel like a year, as executives work in a frenzy to integrate the ‘hot’ new technology as fast as possible. T is is understandable, as the pressure from consumers, investors, and the market is intense – and being just one week behind competitors can be seen as a damning indictment of the leadership. “But in this race to roll out AI, executives have to try to not get
sucked into the short-term AI vortex – they have to take a step back and think about the long term. Rushed AI projects will hurt their fi rms down the line. T ey need to lay solid foundations fi rst, before building AI systems on top of these. “Digital transformation takes three to fi ve years, and the focus
needs to shift from short-term results to long-term strategies of adapt- ing and rolling out new technology successfully and sustainably. “Talent acquisition, as well as learning and development, are
crucial to this, and companies should designate more time and investment into their talent strategies and training programmes than for their tech rollouts. Specifi cally, they should employ a skills-fi rst approach instead of assessments based on whether or not candidates have past experience. A candidate’s ability to un-learn and re-learn is far more important than their knowledge about today’s tech landscape. “It’s also essential to have a diversity of graduates – not just
those from science and tech backgrounds. For example, graduates with a background in arts and humanities will play a more signifi - cant role in digital transformation as they can off er solutions about the ethics of AI implementation. “Building AI into your business in a long-term, sustainable way,
will go far beyond having the best data scientists. As these systems become more and more complex, having a multi-disciplinary team will be absolutely essential. Graduates from the humanities can help with the increasingly crucial area of AI governance, as well as with building out robust safety protocols and guardrails for AI implementation. “Training and retaining your graduates and investing in them
for at least fi ve years will be far more benefi cial than investing in the latest tech. T is equips your team to implement new technology and adapt to new global frameworks and regulations. “By leaping into AI integration as soon as possible, executives
are taking a narrow-minded view of just how signifi cant these technologies will be. T ey will go far beyond being just a technical device that speeds up your existing business processes. To absorb the shocks that will come from increasingly powerful AI systems, management teams will need to be composed of as wide a range of experts as possible to provide an array of insights.”
Find out more about Brane Group at
www.braneenterprises.com
9
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32
