Global survey by BCG GAMMA and Ipsos finds overall optimism toward Artificial Intelligence in the workplace but large national differences and significant worries about privacy, job security, and economic equality.
Race in the workplace: The Black experience in the US private sectorMcKinsey & Company
McKinsey's Race in the Workplace report 2021 is one of the most comprehensive benchmark studies of Black Americans in the US private sector. It highlights the complexity of the challenge for Black workers by examining Black worker representation and experience.
The value of digitally influenced spending in emerging markets will approach $4 trillion by 2022, amounting to about 50% of all retail spending in Asia, Latin America, and Africa. But the dynamics will vary widely between markets, requiring B2C companies to “de-average” their offerings in order to succeed.
The prosperity that Australia enjoys today will be challenged in the next decade. Disruptive technology will create fewer but bigger winners and more losers. Business has to increase its risk appetite, discover new ideas, pursue more radical strategies, and take bigger steps. In the face of adversity, Australia must respond.
Chinese Internet Economy White Paper 2.0 - Decoding the Chinese Internet 2.0:...Boston Consulting Group
Now that China’s major online players have conquered the consumer space, they’re intent on, digitizing B2B industries and building platform-based businesses. China’s consumer internet is driving the development of the industrial internet, according to a new report by Boston Consulting Group (BCG), AliResearch and the Baidu Development Research Center. Comparing the development of China’s consumer internet and industrial internet with foreign markets for the first time, the report systematically reviews China’s internet players’ entrance into the industrial internet, revealing the unique digitalization path in China and its underlying causes.
e-Conomy SEA 2021: Kỷ nguyên số của Đông Nam ÁMarketingTrips
The document discusses how digital consumption has become ingrained as a way of life in Southeast Asia. Early adopters have deepened their usage of digital services, consuming four more services on average than before the pandemic. Additionally, 60 million new consumers joined the digital economy since the pandemic started, and 90% of those who tried a new service in 2020 continue using it in 2021. This indicates that new consumer behavior patterns driven by the pandemic are likely to persist long-term.
This document summarizes findings from McKinsey & Company and LeanIn.org's seventh annual research on women in the workplace. Some key findings include:
- 423 companies participated with over 12 million employees surveyed on their workplace experiences.
- Women's representation has declined year-over-year in news and media companies across most levels. Women of color continue to lose ground.
- Women, especially women of color, report higher rates of burnout and are more likely to experience disrespectful microaggressions. They also lack effective allies.
- Women leaders have taken on greater responsibilities supporting employee wellbeing and diversity, though this important work often goes unrecognized.
Federal Technology Vision 2021: Full U.S. Federal Survey Findings | Accentureaccenture
Leaders don’t wait for a new normal, they build it. The Accenture Federal Technology Vision 2021 identifies five key trends that agencies must address to lead in the post-pandemic world. Explore the full survey findings here. https://accntu.re/3sIBI0k
The document discusses the complex strategic environment businesses face due to ongoing global disruptions and economic uncertainty. It notes that navigating this environment requires leaders to develop dynamic perspectives on potential scenarios and opportunities. The best organizations turn ambiguity into opportunity by having a clear view of the challenges/opportunities in the world and an adaptable strategic plan. The document outlines some of the key disruptions, including geopolitical tensions, inflation, rising interest rates, supply chain issues, and shifts in consumer behavior. It also discusses how the economic outlook and impacts of these issues vary significantly across regions and sectors.
This document discusses the myths and realities of cloud adoption. It presents 7 myths about cloud computing and rebuts each with realities based on research. It then estimates that adopting cloud technologies could provide $1 trillion in value for Fortune 500 companies through cost savings, innovation, and growth. Lastly, it provides examples of banking use cases that could leverage cloud technologies.
Shifting Trade Rules and the Future for North America’s Auto IndustryBoston Consulting Group
Two major initiatives by the US to overhaul trade rules could have a massive impact on North America’s automotive manufacturing industry. Here’s how companies should prepare.
Like other prosperous American cities, greater Seattle currently finds itself in the unenviable position of possessing both enormous amounts of wealth and staggering levels of homelessness. These slides accompany the McKinsey & Company report that looks at homelessness in King County, published in January 2020.
Actualizamos el estudio Consumer Pulse, de Bain & Company, en el que monitoreamos los principales cambios y las tendencias en los hábitos de los consumidores en América del Sur durante la pandemia, especialmente en Argentina.
#BainWebinar Next Generation Industrial Performance Post COVID-19Bain & Company Brasil
The document summarizes a webinar on accelerating industrial recovery from COVID-19 through operations efficiency. It discusses Bain's approach to digital transformation in operations, including developing a strategy, roadmap, mobilizing teams, and implementing technologies. It also provides an example of Bain's work with Fedrigoni Group to deliver a multimillion euro transformation of their paper and label operations through initiatives in various workstreams, leveraging data analytics and digital tools. The transformation achieved tangible results through improved efficiencies, continuous improvement culture, and digital capabilities.
Digital Europe: Pushing the frontier, capturing the benefitsMcKinsey & Company
What is the speed at which digital is and will change our world?
How is Europe performing in digital compared to the United States? Where is the progress? And where is the paralysis?
What some of the challenges and risks of digital – its potential to divide business and society – between the highly digitized: the “have-mores,” and the “haves:” those who are not able or willing to adapt fast enough.
And what is our share our vision with you for how Europe needs to capture the huge digital prize. What can start-ups, companies, public authorities – everyone in this room – do, to make it happen?
The 2nd lockdown in Europe is perceived as less challenging and disruptive than the 1st lockdown in spring. Purchase intent for new cars has dropped 13 percentage points since September across EU markets, while used car purchase intent has only dropped 2 points. Respondents plan to delay car purchases and spend less by requiring discounts on smaller cars. Mobility usage is down 7 points since September, with French and Italian respondents most affected. The aftermarket is also impacted, with a decrease in planned maintenance work. Overall, the automotive industry is experiencing reduced demand in response to the 2nd lockdown.
This document summarizes the results of a survey of 1,600 IT and business decision makers from organizations with over 1,000 employees and at least $500M in annual revenue across seven countries. The survey looked at companies' current status and motivations for adopting artificial intelligence as well as their preparations for and barriers to AI use. Key findings include that 25% of companies have fully deployed at least one AI solution and expect a 39% revenue rise by 2020 from AI. Most companies are investing in supporting IT infrastructure and developing internal knowledge for AI planning. The majority see ethics as important but over half believe ethical concerns currently limit AI's effectiveness. Future skills needs include active learning, complex problem solving and critical thinking.
AI At Work What People Are Saying - BCG -DomagojStunic
Executive
summary
We surveyed nearly 13,000 people—from
executive suite leaders to middle managers
and frontline employees—in 18 countries
to understand their thoughts, emotions,
and fears about AI.
Paradigm Shift - Reengineering Your Workforce for the COVID-19 Era and BeyondEPAY Systems
This document summarizes an executive roundtable discussion hosted by EPAY Systems on reengineering workforces for the COVID-19 era. It includes an introduction of the speakers and panelists from various companies. Survey results are presented on the impacts of COVID-19 on sales, headcount, labor costs, and strategies to bring employees back to work. The panel discusses strategies around controlling costs, workforce productivity, business risks, and ensuring business continuity. Participants are polled on technology helping with productivity and interest in a new HCM solution.
This document is a summary report of a 2018 survey of almost 8,000 software developers. Some key findings include:
- Respondents worked in a variety of roles like front-end, back-end, and full-stack development. Over half had 10+ years of experience.
- Developers reported using tools like JavaScript, Python, and SQL most frequently. Top skills they wanted to learn were front-end frameworks, DevOps, and cloud computing.
- Most developers felt part of a tech community and learned new skills regularly. While generally satisfied in their jobs, issues like technical debt and lack of training hindered some workplaces.
- Younger and female developers tended to earn less,
This document summarizes the key findings of a global study on the future workforce conducted by Penn Schoen Berland between April and May 2016. It finds that while today's workforce is still reliant on older technologies like desktops and landlines, employees expect smart offices utilizing technologies like the Internet of Things within the next 5 years. However, the transition is not uniform across regions or generations. Younger millennials are more open to new technologies and mobile work. The summary outlines trends in technology preferences, productivity challenges, and expectations for how communication and workstyles will change as connectivity improves.
The document is a research report from IDC that examines enterprise adoption of social tools in Australia and New Zealand (ANZ). Some key findings from the executive summary include:
- Nearly three-quarters of ANZ companies will have enterprise social networks in place within 18 months. Company policies banning social media at work are the main barrier for those not adopting.
- Collaboration is seen as the main use for social tools, but integration with other systems like CRM and productivity tools is also seen as important.
- While IT recognizes the importance of integration, business units do not see IT as proactively enabling this. Many business units bypass IT when adopting internet-based tools.
The report looks at current
Project on Artificial Intelligence in to Recruitment ProcesGautam Raval
The project is all about research how artificial Intelligence will help the recruitment industry in hiring the right candidate at right place. It is all about adding value to the organisation in a effective way
This document summarizes the key findings of a 2013 executive landscape study conducted by the Digital Health Coalition (DHC) regarding digital marketing strategies in the healthcare industry. The study involved an online survey of 60 member organizations across pharmaceutical, medical device, and healthcare agencies. The summary highlights that respondents believe the industry is behind competitors in areas like social media, mobile, and online video. It also identifies paid search, search optimization, and mobile content as top ROI drivers. Overall video is seen as an important strategy, but regulatory concerns pose a hurdle to greater adoption. The document provides insights on video platform use and metrics for judging online video success.
The Worldwide 2016 CAD Trends Survey Report from Business Advantage GroupBusiness Advantage
610 CAD users & decision makers across a range of company sizes and industries worldwide took part in this annual online survey conducted in Nov, 2015.
Data comparison is with the previous survey conducted in Dec, 2013 survey.
15 Topics and their perceived importance, actual and future usage related to CAD were captured, enabling us to identify key trends in the CAD sector now and over the next five years.
The survey was managed from Business Advantage Group offices in London and San Francisco, drawing respondents from our in-house data repository of over 500,000 CAD/CAM users and decision makers and other data sources.
The Connected Business Survey: Improving Integration and Creating Connectivit...DellBoomi
The document provides survey results from 900 IT decision-makers about business connectivity and integration. Key findings include:
- 86% believe improved connectivity will boost revenue growth in the next year
- Organizations have saved an average of $2.7 million since deploying integration solutions
- 59% say integration is their "Achilles heel" and hinders the organization
The survey examines challenges of integration like time-consuming deployments. Poor integration costs organizations in lost efficiency for 41% and delayed new products for 35%. Over half have implemented integration solutions, with organizations using an average of three solutions. iPaaS adoption is over 40% and provides benefits like faster, smarter, and better organizations. Other areas to
Enterprise Social Use and Perceptions by MicrosoftAref Jdey
The document summarizes the findings of a Microsoft survey on enterprise social media use. Some key findings include:
- Respondents in Mexico, Turkey, and China were most likely to use social tools to share and review documents, while those in Japan, Switzerland, Austria, and Germany were least likely.
- Women tended to use social tools more for communication, while men used them more for networking and research.
- Productivity loss was cited as the top restriction reason in 9 countries, while security concerns were cited in the remaining 23 countries.
- Increased productivity from social tools was most prevalent in China, India, Turkey, Mexico, and Russia.
The document discusses the state of social media and social business. Some key points:
- Most companies now have dedicated social media teams that are growing in size and responsibilities.
- Many companies consider themselves at an intermediate stage of social business maturity.
- Social data is being used across the entire customer journey from awareness to loyalty.
- The top challenges for social business are getting executive support, having a holistic strategy, clear metrics, and employee training.
- Seven factors for a successful social business strategy are outlined, including defining goals, establishing vision, getting support, defining a roadmap, governance, resources, and technology.
“Freelancing in America” is the most comprehensive study of the independent workforce. Commissioned by Upwork and Freelancers Union, this study analyzes the size of the growing freelance economy and provides insights into the major role freelancers play in the future of work. In fact, based on this year’s findings it is predicted that the majority of the U.S. workforce will be freelancers within a decade (by 2027).
2016 Edelman TRUST BAROMETER - Leadership in a Divided WorldEdelman
This document provides information about the methodology used in Edelman's 2016 Trust Barometer survey. It describes the sample sizes and criteria for the Informed Public, General Online Population, and Mass Population groups in the 28 countries surveyed. For the Informed Public, a minimum of 200 respondents were surveyed in each country, with 500 respondents in the US and China. The General Online Population included 1,150 respondents per country. The methodology also lists the margins of error for each population group by country. Fieldwork for the online survey was conducted between October 13th and November 16th, 2015 across 28 countries.
Results reveal upper management believes they are communicating with their company about the future; but staff level employees feel more out of the loop than ever.
The survey summarizes findings from Edelman Intelligence's 2017 Annual Workplace Survey of 1,000 employed U.S. adults regarding views on the future of the workplace. Key findings include:
- Leadership has more confidence than lower-level staff that businesses are headed in the right direction, and there is a disconnect between what leadership says about changes and staff feelings of preparation.
- Women, lower-level staff, and non-senior roles feel less prepared and informed about changes like automation, artificial intelligence, and Gen Z's entrance to the workforce. Awareness of these changes increases with level of responsibility.
- While most feel their industry is prepared for technology integration, impact on jobs is recognized more by
The document discusses the state of social media and social business in companies. Some key points:
- Most companies now have dedicated social media teams that are growing in size and responsibilities.
- Companies see social data as important across the entire customer journey from awareness to loyalty.
- Many companies characterize themselves as intermediate in social business maturity but see it improving brand experience and marketing effectiveness.
- Integrating social data with other enterprise data remains a challenge for most companies.
Every organization is unique with its own set of values and practices. Some of these factors act as enablers for innovation whereas others hinder organizational innovation.Consequently to establish a high level of innovativeness it essential to minimize the factors that curtail innovation and encourage factors that foster it. To understand and study the presence of these factors in an organization, Innomantra uses itsproprietary
innovation diagnostic tool to assess the business unit on key parameters that have been shown to impact innovation in an organizational setting. Innomantra follows up the assessment with an innovation roadmap and assists the client in its implementation.
The IT community's take on Artificial IntelligencePulse Q&A
This survey summarizes the views of 100 IT professionals primarily from North America on artificial intelligence. The key findings are:
- 62% see AI as highly important for business processes and are increasing investment, while 28% see it as important but are still determining applications
- The top technologies seen as having potential for social good are artificial intelligence (25%) and internet of things (25%)
- 75% have no plans to use the AI platform API.ai and have never used it professionally
- Over half (54%) believe AI will have unintended, negative consequences, though 67% remain unsure of impacts
How Does Your Fitness Facility Use Technology In 2017 ?Bryan K. O'Rourke
This report includes a survey of 1,600 fitness facilities across 23 countries and 33 US states showing the adoption of various technologies. Prepared by Bryan O'Rourke, and the late Michael Scott Scudder with support from FITC the report provides insights into how technology is impact the fitness facility industry.
Similar to Artificial Intelligence: Have No Fear (20)
Boston Consulting Group partners with leaders
in business and society to tackle their most
important challenges and capture their greatest
opportunities. BCG was the pioneer in business
strategy when it was founded in 1963. Today,
we work closely with clients to embrace a
transformational approach aimed at benefiting all
stakeholders—empowering organizations to grow,
build sustainable competitive advantage, and
drive positive societal impact.
Our diverse, global teams bring deep industry and
functional expertise and a range of perspectives
that question the status quo and spark change.
BCG delivers solutions through leading-edge
management consulting, technology and design,
and corporate and digital ventures. We work in a
uniquely collaborative model across the firm and
throughout all levels of the client organization,
fueled by the goal of helping our clients thrive and
enabling them to make the world a better place.
This document discusses opportunities for green ventures and reducing carbon emissions. It outlines key areas for corporations like telecom companies to participate in the decarbonization economy, such as scaling up carbon sinks, leveraging circularity, and upgrading infrastructure for renewables. Green Ventures explores new green business opportunities focused on customer enablement for telecom companies, such as reducing their own operational emissions and providing services to help customers reduce emissions. The document analyzes approaches to climate innovation based on technology maturity and business models, and provides four lenses to identify target opportunities based on their market impact and potential, viability, ability to succeed, and impact on reducing emissions.
This document discusses the need for organizations to reinvent their management models for the 2020s and beyond. It argues that while business models have changed due to new technologies and customer demands, organizational models have not fundamentally changed since the 1990s. The COVID-19 crisis both exposed weaknesses in current models but also showed that organizations can overcome bureaucracy with urgency. The document proposes 10 "ground rules" for reinventing management, such as aligning around a clear purpose and definition of winning, focusing resources on top priorities, eliminating matrix structures, and making customer value the core operating principle.
BCG has launched its Telco Sustainability Index, designed to capture the four dimensions most relevant to a telco’s environmental strategy. The index tracks the company’s commitment to sustainability, its emissions intensity and that of its upstream and downstream partners, its elimination of waste, and its customer enablement.
BCG has launched its Telco Sustainability Index, designed to capture the four dimensions most relevant to a telco’s environmental strategy. The index tracks the company’s commitment to sustainability, its emissions intensity and that of its upstream and downstream partners, its elimination of waste, and its customer enablement.
COVID-19’s uneven trajectory has created a slower-than-expected rebound in urban travel worldwide. Some mobility modes, however, are poised to exceed pre-pandemic levels. BCG provides a breakdown of recovery levels in urban mobility by region and mode--and over time.
Of the different patterns that have emerged in governments’ fight against coronavirus—crush and contain is the most effective. While many countries missed the initial opportunity to crush and contain, it is critical that governments prepare now to make sure they don’t miss the opportunity again.
The retail banking industry is facing unprecedented challenges as a result of COVID-19. Customer behaviour has changed drastically and will continue to evolve in a post-Covid world. This LABTalk explores trends in channel usage, customer preferences and brand perceptions captured in the latest REBEX Pulse Survey spanning 30 countries. Join this LAB Talk session to learn how you can use the data and insights for your next case.
Authors: Thorsten Brackert, Mindy Hauptman, Byron Marshall, Holger Sachse, Bjorn Schwarz, Aldo Tolentino & Monica Wegner
This document discusses driving change for racial equity through a holistic approach that considers business drivers, internal factors, and external factors. It recommends addressing diversity, equity, and inclusion as business drivers by directly serving broader market segments, leveraging supplier diversity, and eliminating systemic bias. It also recommends deploying resources for social change by mitigating bias through equitable policies, creating an inclusive culture, and using influence to catalyze change. Quick wins are suggested in three areas: as business drivers by reviewing representation gaps, distribution commitments, and marketing practices; in teams and culture by analyzing representation metrics and embedding equity in processes; and with resources by pledging support and partnering with advocacy groups.
One in four customers is planning to either use branches less or stop visiting branches altogether after the COVID-19 crisis, according to new BCG retail banking consumer “pulse” survey.
While security servicing providers have performed well in recent years, they face anemic core growth, shifting client expectations, rising pressure on fees, and the potential for disruption. The COVID-19 pandemic and associated recession will put further pressure on the industry. In response, they must be bold in their planning and approach to service delivery.
The COVID-19 crisis is threatening the lives and well-being of the global community. Health, political, societal, and business leaders must drive an integrated response to navigate, manage, and lead through it.
The COVID-19 crisis is threatening the lives and well-being of the global community. Health, political, societal, and business leaders must drive an integrated response to navigate, manage, and lead through it.
Covid-19 Is a Call for Retail Banks to Accelerate Digital TransformationBoston Consulting Group
We see nine imperatives that can help retail banks remain firmly on their feet during the crisis and enable them to move forward rapidly in its aftermath. Ultimately, the crisis reinforces an urgent need for banks to accelerate their digital transformations.
How should nonprofit leaders adjust to the new reality of operating under COVID-19? This detailed checklist can help you understand the actions needed to protect team health, improve financial resilience, and continue executing on your mission with clarity and impact.
COVID-19: Sustaining Liquidity/Funding Management and Treasury Operations in ...Boston Consulting Group
As COVID-19’s international spread has accelerated, markets have started to price in epidemic-related risks. This paper provides a four-step approach that can enable executives to quantify impacts and define mitigating actions, helping them tackle near-term (crisis management) and long-term (structural liquidity management).
This paper provides a specific framework with practical examples to address the above challenges, leveraging on BCG experience with financial institutions impacted by COVID-19 (e.g., in Italy, China), as well as well ongoing discussions with Regulators and previous experience during severe pandemic and systemic crises.
COVID-19: Sustaining Business in All Scenarios: A New Lens on Bank Credit Ris...Boston Consulting Group
Risk drivers specifically related to the COVID19 outbreak are not currently directly captured by credit ratings systems. It is therefore critical for banks to ensure they understand their positions and prepare to take mitigating action.
Authors: Matteo Coppola, Lorenzo Fantini, Filippo Fioravanti
Financial Institutions need a strategy to help maximize their level of resilience and prepare for any macroeconomic and financial scenario amid the COVID-19 crisis.
In our view, it is critical for Financial Institutions to take specific steps both for the short term and the medium term. In this White Paper we have identified ten key action points to be addressed.
Integrating Kafka with MuleSoft 4 and usecaseshyamraj55
In this slides, the speaker shares their experiences in the IT industry, focusing on the integration of Apache Kafka with MuleSoft. They start by providing an overview of Kafka, detailing its pub-sub model, its ability to handle large volumes of data, and its role in real-time data pipelines and analytics. The speaker then explains Kafka's architecture, covering topics such as partitions, producers, consumers, brokers, and replication.
The discussion moves on to Kafka connector operations within MuleSoft, including publish, consume, commit, and seek, which are demonstrated in a practical demo. The speaker also emphasizes important design considerations like connector configuration, flow design, topic management, consumer group management, offset management, and logging. The session wraps up with a Q&A segment where various Kafka-related queries are addressed.
EuroPython 2024 - Streamlining Testing in a Large Python CodebaseJimmy Lai
Maintaining code quality through effective testing becomes increasingly challenging as codebases expand and developer teams grow. In our rapidly expanding codebase, we encountered common obstacles such as increasing test suite execution time, slow test coverage reporting and delayed test startup. By leveraging innovative strategies using open-source tools, we achieved remarkable enhancements in testing efficiency and code quality.
As a result, in the past year, our test case volume increased by 8000, test coverage was elevated to 85%, and Continuous Integration (CI) test duration was maintained under 15 minute
Communications Mining Series - Zero to Hero - Session 3DianaGray10
This is a continuation to previous session focused on Model usage and adapting for Analytics and Automation usecases. We will understand how to use the Model for automation usecase with a demo.
• Model Usage and Maintenance
• Analytics Vs Automation Usecases
• Demo of Model usage
• Q/A
Redefining Cybersecurity with AI CapabilitiesPriyanka Aash
In this comprehensive overview of Cisco's latest innovations in cybersecurity, the focus is squarely on resilience and adaptation in the face of evolving threats. The discussion covers the imperative of tackling Mal information, the increasing sophistication of insider attacks, and the expanding attack surfaces in a hybrid work environment. Emphasizing a shift towards integrated platforms over fragmented tools, Cisco introduces its Security Cloud, designed to provide end-to-end visibility and robust protection across user interactions, cloud environments, and breaches. AI emerges as a pivotal tool, from enhancing user experiences to predicting and defending against cyber threats. The blog underscores Cisco's commitment to simplifying security stacks while ensuring efficacy and economic feasibility, making a compelling case for their platform approach in safeguarding digital landscapes.
Vulnerability Management: A Comprehensive OverviewSteven Carlson
This talk will break down a modern approach to vulnerability management. The main focus is to find the root cause of software risk that may expose your organization to reputation damage. The presentation will be broken down into 3 main area, potential risk, occurrence, and exploitable risk. Each segment will help professionals understand why vulnerability management programs are so important.
kk vathada _digital transformation frameworks_2024.pdfKIRAN KV
I'm excited to share my latest presentation on digital transformation frameworks from industry leaders like PwC, Cognizant, Gartner, McKinsey, Capgemini, MIT, and DXO. These frameworks are crucial for driving innovation and success in today's digital age. Whether you're a consultant, director, or head of digital transformation, these insights are tailored to help you lead your organization to new heights.
🔍 Featured Frameworks:
PwC's Framework: Grounded in Industry 4.0 with a focus on data and analytics, and digitizing product and service offerings.
Cognizant's Framework: Enhancing customer experience, incorporating new pricing models, and leveraging customer insights.
Gartner's Framework: Emphasizing shared understanding, leadership, and support teams for digital excellence.
McKinsey's 4D Framework: Discover, Design, Deliver, and De-risk to navigate digital change effectively.
Capgemini's Framework: Focus on customer experience, operational excellence, and business model innovation.
MIT’s Framework: Customer experience, operational processes, business models, digital capabilities, and leadership culture.
DXO's Framework: Business model innovation, digital customer experience, and digital organization & process transformation.
How UiPath Discovery Suite supports identification of Agentic Process Automat...DianaGray10
📚 Understand the basics of the newly persona-based LLM-powered Agentic Process Automation and discover how existing UiPath Discovery Suite products like Communication Mining, Process Mining, and Task Mining can be leveraged to identify APA candidates.
Topics Covered:
💡 Idea Behind APA: Explore the innovative concept of Agentic Process Automation and its significance in modern workflows.
🔄 How APA is Different from RPA: Learn the key differences between Agentic Process Automation and Robotic Process Automation.
🚀 Discover the Advantages of APA: Uncover the unique benefits of implementing APA in your organization.
🔍 Identifying APA Candidates with UiPath Discovery Products: See how UiPath's Communication Mining, Process Mining, and Task Mining tools can help pinpoint potential APA candidates.
🔮 Discussion on Expected Future Impacts: Engage in a discussion on the potential future impacts of APA on various industries and business processes.
Enhance your knowledge on the forefront of automation technology and stay ahead with Agentic Process Automation. 🧠💼✨
Speakers:
Arun Kumar Asokan, Delivery Director (US) @ qBotica and UiPath MVP
Naveen Chatlapalli, Solution Architect @ Ashling Partners and UiPath MVP
Improving Learning Content Efficiency with Reusable Learning ContentEnterprise Knowledge
Enterprise Knowledge’s Emily Crockett, Content Engineering Consultant, presented “Improve Learning Content Efficiency with Reusable Learning Content” at the Learning Ideas conference on June 13th, 2024.
This presentation explored the basics of reusable learning content, including the types of reuse and the key benefits of reuse such as improved content maintenance efficiency, reduced organizational risk, and scalable differentiated instruction & personalization. After this primer on reuse, Crockett laid out the basic steps to start building reusable learning content alongside a real-life example and the technology stack needed to support dynamic content. Key objectives included:
- Be able to explain the difference between reusable learning content and duplicate content
- Explore how a well-designed learning content model can reduce duplicate content and improve your team’s efficiency
- Identify key tasks and steps in creating a learning content model
El análisis del Patch Tuesday de Ivanti va más allá de la aplicación de parches a sus aplicaciones y le ofrece la inteligencia y orientación necesarias para priorizar dónde debes enfocarte. Consulta los últimos análisis en nuestro blog Ivanti y únete a los expertos del sector en el webinar de Patch Tuesday. En él profundizaremos en cada uno de los informes y ofreceremos orientación sobre los riesgos asociados a las vulnerabilidades más recientes.
Types of Weaving loom machine & it's technologyldtexsolbl
Welcome to the presentation on the types of weaving loom machines, brought to you by LD Texsol, a leading manufacturer of electronic Jacquard machines. Weaving looms are pivotal in textile production, enabling the interlacing of warp and weft threads to create diverse fabrics. Our exploration begins with traditional handlooms, which have been in use since ancient times, preserving artisanal craftsmanship. We then move to frame and pit looms, simple yet effective tools for small-scale and traditional weaving.
Advancing to modern industrial applications, we discuss power looms, the backbone of high-speed textile manufacturing. These looms, integral to LD Texsol's product range, offer unmatched productivity and consistent quality, essential for large-scale apparel, home textiles, and technical fabrics. Rapier looms, another modern marvel, use rapier rods for versatile and rapid weaving of complex patterns.
Next, we explore air and water jet looms, known for their efficiency in lightweight fabric production. LD Texsol's state-of-the-art electronic Jacquard machines exemplify technological advancements, enabling intricate designs and patterns with precision control. Lastly, we examine dobby looms, ideal for medium-complexity patterns and versatile fabric production.
This presentation will deepen your understanding of weaving looms, their applications, and the innovations LD Texsol brings to the textile industry. Join us as we weave through the history, technology, and future of textile production. Visit our website www.ldtexsol.com for more information.
Sonkoloniya is a web-based realtime code editor with hosting functionality developed by Subham Mandal from ONEprojukti. Sonkoloniya enables users to write and run HTML, CSS, and JavaScript code in real-time. It features a user-friendly interface with separate code editing panes, live preview, console output, and file management capabilities.
The History of Embeddings & Multimodal EmbeddingsZilliz
Frank Liu will walk through the history of embeddings and how we got to the cool embedding models used today. He'll end with a demo on how multimodal RAG is used.
The Impact of the Internet of Things (IoT) on Smart Homes and CitiesArpan Buwa
The Internet of Things (IoT) has revolutionized both smart homes and cities by interconnecting devices and systems, enabling automation, efficiency, and enhanced quality of life. In smart homes, IoT devices like smart thermostats, lights, and appliances offer remote control and energy management, while sensors provide security and monitoring. In smart cities, IoT facilitates traffic management, waste management, and environmental monitoring, optimizing resource usage and urban planning. Overall, IoT transforms traditional living spaces and urban landscapes into interconnected, efficient, and sustainable environments.
2. 2
Survey Design
TARGET
7,077 individuals, 18 years old and
over, belonging to the active (that is,
working) population, with a minimum
of 1,000 people interviewed in each
of the surveyed countries
COLLECTION DATES
May 18 to June 6, 2018
METHOD
Online interviews
Representative samples of the active
adult (18+) population in each
surveyed country
Quota method: gender, age,
occupation, region, and market size
This report has been produced in accordance with international standard ISO 20252 "Market, opinion, and
social research.” This report was proofread by Amandine Lama, account director.
3. 3
Surveyed Countries and Number of People Interviewed
Total number of people
interviewed
7,077
France 1,018
Germany 1,010
Spain 1,009
United Kingdom 1,009
United States 1,010
Canada 1,010
China 1,011
4. Introduction
This questionnaire focuses on artificial intelligence
(AI)— specifically, on the techniques that enable
machines or software applications to solve problems
and accomplish tasks that in the past only humans could
perform.
To deliver pertinent results, AI must rely on large data
sets and extensive databases, from which programs can
learn and make correlations.
The development of AI facilitates technologies such as
self-driving cars, online virtual assistants, Siri on the
iPhone, automatic translation tools, facial recognition,
and behavior prediction.
6. 6
60%
40%
35%
21%
17%
15%
12%
When considering the consequences that AI will have for your work in the coming years, what feelings do you have?
Curiosity
Concern
Optimism
Indifference
Confidence
Anxiety
Rejection
Respondents have mixed feelings about AI: Curiosity comes first, but concern is
another common reaction
Respondents who cite at
least one positive feeling:
78%
…including 34% who cite only positive feelings
Respondents who cite at
least one negative feeling:
52%
…including 15% who cite only negative feelings
Answers in total (first + second)
Base: All respondents. Percentage totals exceed 100 because they reflect two answers from each respondent.
7. 7
BREAKDOWN BY COUNTRY
% TOTAL
Curiosity 60 60 61 71 55 56 56 62
Concern 40 54 48 46 39 38 38 18
Optimism 35 25 29 35 29 35 31 62
Indifference 21 14 18 12 28 26 28 19
Confidence 17 14 9 18 15 17 16 31
Anxiety 15 18 16 7 21 18 19 8
Rejection 12 14 20 12 12 10 11 2
Cites at least one positive feeling 78 71 71 85 73 78 76 94
Cites at least one negative feeling 52 65 61 53 55 51 53 24
Enthusiasm for AI is especially high in China, but relatively low in France
Answers in total (first + second)
When considering the consequences that AI will have for your work in the coming years, what feelings do you have?
Base: All respondents. Percentage totals exceed 100 because they reflect two answers from each respondent.
9. 9
22%
17%
14%
47%
Some are already in use
None are in use, but some are in the process of deployment
None are in use, but plans call for their deployment within
the next two years
None are in use, and no plan for their deployment exists
One active person in five works in a place where AI-enabled tools and applications
are already in use.
In your workplace, what is the current level of use of tools and applications enabled by AI?
Some are already in use
or will be deployed
within two years
53%
Base: All respondents.
10. 10
BREAKDOWN BY COUNTRY
USE STATUS (IN %) TOTAL
Some are already in use 22 16 15 18 20 24 26 31
None are in use, but some are in the
process of deployment
17 16 14 21 12 11 14 29
None are in use, but plans call for their
deployment within the next two years
14 12 16 18 15 11 11 18
None are in use, and no plan for their
deployment exists
47 56 55 43 53 54 49 22
Currently, employees in China, Canada, and the US use these tools the most
In your workplace, what is the current level of use of tools and applications enabled by AI?
Base: All respondents.
11. 11
BREAKDOWN BY DEMOGRAPHIC PROFILE
USE STATUS (IN %) TOTAL Men Women Under 35
35 years old
and over
Managers and
professionals
Other
occupations
Some are already in use 22 23 21 27 19 26 20
None are in use, but some are in the
process of deployment
17 18 15 19 16 20 15
None are in use, but plans call for their
deployment within the next two years
14 15 13 15 14 16 14
None are in use, and no plan for their
deployment exists
47 44 51 39 51 38 51
DÉTAIL SELON LE PROFIL
Most differences in demographic profile are small between respondents who have
access to AI-enabled tools and respondents who don’t
In your workplace, what is the current level of use of tools and applications enabled by AI?
Base: All respondents.
12. 12
BREAKDOWN BY SECTOR
USE STATUS (IN %) TOTAL PUBLIC PRIVATE Manufacturing Construction Retail Services
Some are already in use 22 25 20 25 20 19 18
None are in use, but some are in the
process of deployment
17 19 16 17 18 18 14
None are in use, but plans call for their
deployment within the next two years
14 13 15 18 12 15 14
None are in use, and no plan for their
deployment exists
47 43 49 40 50 48 54
Use of AI-enabled tools is highest in manufacturing, but differences between
sectors are limited
In your workplace, what is the current level of use of tools and applications enabled by artificial intelligence?
Base: All respondents.
14. 14
75
75
74
70
69
67
12
12
15
17
17
16
27
26
24
23
23
24
48
49
50
47
46
43
10
9
11
13
13
12
2
3
4
4
4
4
13
13
11
13
14
17
Positive
Very positive Somewhat positive Somewhat negative Very negative Neither positive nor negative
A large majority of people who already have access to AI-enabled tools think that
the tools have had a positive impact on their work
On the whole, would you say that the use of these AI tools has had positive, negative, or neither positive nor negative implications for…?
Your effectiveness
Your results
How your work is organized
The appeal of your work
Your level of well-being at work
The training courses available to you
Negative
Base: Those who said their organization already uses AI-enabled tools (22% of all respondents).
15. 15
BREAKDOWN BY DEMOGRAPHIC PROFILE
POSITIVE (IN %) TOTAL Men Women Under 35
35 years old
and over
Managers and
professionals
Other
occupations
Your effectiveness 75 75 76 80 72 81 72
Your results 75 77 73 80 72 82 71
How your work is organized 74 74 74 79 70 82 70
The appeal of your work 70 71 69 75 66 78 66
Your level of well-being at work 69 70 67 73 65 77 64
The training courses available to you 67 66 68 72 64 73 64
DÉTAIL SELON LE PROFIL
Most respondents across gender, age, and occupational categories see the overall
implications of AI as being positive
On the whole, would you say that the use of these AI tools has had positive, negative, or neither positive nor negative implications for…?
Base: Those who said their organization already uses AI-enabled tools (22% of all respondents).
16. 16
BREAKDOWN BY COUNTRY
POSITIVE (IN %) TOTAL
Your effectiveness 75 62 65 72 74 77 72 91
Your results 75 62 68 70 67 76 75 92
How your work is organized 74 61 71 69 69 76 72 89
The appeal of your work 70 59 67 67 66 68 65 86
Your level of well-being at work 69 57 63 64 62 68 66 87
The training courses available to you 67 56 64 56 65 68 61 87
DÉTAIL PAR PAYS
Respondents in North America and China tend to view the implications of AI more
positively than respondents in Europe—especially France—do
On the whole, would you say that the use of these AI tools has had positive, negative, or neither positive nor negative implications for…?
Base: Those who said their organization already uses AI-enabled tools (22% of all respondents).
18. 18
Total AI users Nonusers
72 81 69
71 82 68
71 84 68
68 77 65
64 76 60
58 71 54
58 69 54
56 65 53
50 65 46
15
17
14
15
14
12
11
13
11
57
54
57
53
50
46
47
43
39
23
23
24
26
29
35
34
35
40
5
6
5
6
7
7
8
9
10
Respondents generally see AI as having positive implications for organizations, but are less
enthusiastic about its effect on their personal situation
Very positive Somewhat positive Somewhat negative Very negative
In your workplace, do you think the development of AI will have positive or negative consequences over the next five years with regard
to…?
The organization of work in your workplace
The relevance of the training courses available to you
The business growth of the organization in which you work
Your level of well-being at work
Your professional development
Your employability (ability to change positions, departments
or companies if you want to)
The capacity of the organization in which you work to hire
individuals
Job security
Your salary or buying power
Positive:
Base: All respondents.
19. 19
BREAKDOWN BY COUNTRY
POSITIVE (IN %) TOTAL
The organization of work in your workplace 72 61 68 75 64 76 73 85
The relevance of the training courses available
to you
71 61 65 75 64 73 71 86
The business growth of the organization in
which you work
71 60 72 71 62 72 74 90
Your level of well-being at work 68 59 58 75 62 69 66 87
Your professional development 64 50 57 67 59 67 65 81
Your employability (ability to change positions,
departments or companies if you want to)
58 50 55 58 53 58 57 74
The capacity of the organization in which you
work to hire individuals
58 41 48 57 57 61 60 78
Job security 56 50 50 61 55 53 52 71
Your salary or buying power 50 34 45 48 43 49 52 79
Respondents in North America and China have high expectations of positive future effects
In your workplace, do you think the development of AI will have positive or negative consequences over the next five years with regard to…?
Base: All respondents.
20. 20
BREAKDOWN BY COUNTRY
NEGATIVE (IN %) TOTAL
Your salary or buying power 50 65 55 51 57 51 48 21
Job security 44 50 50 38 45 47 47 29
The capacity of the organization in which you
work to hire individuals
42 59 52 42 43 39 39 22
Your employability (ability to change positions,
departments or companies if you want to)
42 49 44 42 47 42 43 26
Your professional development 36 49 43 33 41 33 34 19
Your level of well-being at work 32 41 42 25 38 31 33 13
The business growth of the organization in
which you work
29 40 28 29 38 28 26 10
The relevance of the training courses available
to you
29 39 35 25 36 27 29 14
The organization of work in your workplace 28 39 32 25 36 24 26 15
Respondents in Europe, especially in France, are wary of negative consequences of AI
In your workplace, do you think the development of AI will have positive or negative consequences over the next five years with regard to…?
Base: All respondents.
21. 21
Total AI users Nonusers
72 85 69
68 82 64
67 79 64
64 77 60
63 79 59
61 76 57
61 77 57
23
19
19
16
18
19
16
49
49
48
48
45
42
45
20
24
24
28
28
28
30
8
8
9
8
9
11
9
Yes:
A majority of employees—especially among those who already have access to AI—expect it
to help them work more efficently
More specifically, do you think that, in your workplace, the development of AI and its applications will contribute to…?
Reducing the time spent performing certain
tedious tasks
Enhancing your ability to meet your deadlines and
do things faster
Reducing the risks of error
Increasing the time spent on tasks with the most
added value
Enhancing the quality of your work
Reducing the danger associated with certain tasks
Enhancing your ability to innovate in your work
Yes, absolutely Yes, somewhat No, not really No, not at all
Base: All respondents.
22. 22
BREAKDOWN BY COUNTRY
YES (IN %) TOTAL
Reducing the time spent performing
certain tedious tasks
72 67 68 73 66 71 70 92
Enhancing your ability to meet your
deadlines and do things faster
68 56 65 70 63 66 63 90
Reducing the risks of error 67 59 62 73 61 64 62 90
Increasing the time spent on tasks with
the most added value
64 54 64 64 61 63 61 80
Enhancing the quality of your work 63 54 59 67 53 59 58 93
Reducing the danger associated with
certain tasks
61 54 56 65 54 57 55 90
Enhancing your ability to innovate in
your work
61 49 57 66 56 62 58 81
Perceptions of AI’s effect on work efficiency differ markedly between countries
More specifically, do you think that, in your workplace, the development of AI and its applications will contribute to…?
Base: All respondents.
24. 24
28
25
24
21
48
43
41
43
18
24
28
29
6
8
7
7
Yes: Total AI users Nonusers
76% 82% 75%
68% 76% 66%
65% 71% 63%
64% 71% 62%
Users of AI-enabled tools see higher risks—as well as greater benefits—than others do
Do you think that, in your workplace, there is a danger that the development of AI and its applications may…?
Result in more control and surveillance
Lead to job losses due to a reduced workload
Dehumanize work, resulting in less social
cohesion
Pose ethical problems with regard to the
protection of personal data
Yes, absolutely Yes, somewhat No, not really No, not at all
Base: All respondents.
25. 25
Concerns about specific workplace dangers of AI are especially high in China
BREAKDOWN BY COUNTRY
YES (IN %) TOTAL
Result in more control and surveillance 76 73 79 81 72 74 71 84
Lead to job losses due to a reduced
workload
68 69 66 67 66 66 65 76
Dehumanize work, resulting in less
social cohesion
65 71 68 70 65 63 64 54
Pose ethical problems with regard to
the protection of personal data
64 69 58 63 63 64 62 70
Do you think that, in your workplace, there is a danger that the development of AI and its applications may…?
Base: All respondents.
26. 26
Will increase inequalities/discrimination Will reduce inequalities/discrimination Will not change anything in this regard
In your opinion, will the development of AI and its applications contribute to increasing or reducing inequalities/discrimination between…?
Highly educated and uneducated people
Developed and developing countries
People from privileged
and underprivileged backgrounds
Men and women
46%
45%
42%
19%
23%
23%
22%
27%
31%
32%
36%
54%
Overall, AI users expect AI-powered tools to increase most forms of inequality
AI users Nonusers
52% 44%
51% 43%
48% 40%
27% 16%
Will increase
inequalities/discrimination
Base: All respondents.
27. 27
Countries’ perceptions vary considerably with regard to how AI development will
affect the divide between highly educated and uneducated people
BREAKDOWN BY COUNTRY
Will increase Will decrease Will not change
50 17 33
42 20 38
51 24 25
35 26 39
41 25 34
37 25 38
65 22 13
46%
23%
31%
Highly educated and uneducated people
Will increase
Will decrease
Will not
change
anything
In your opinion, will the development of AI and its applications contribute to increasing or reducing inequalities/discrimination between…?
Base: All respondents.
28. 28
BREAKDOWN BY COUNTRY
Will increase Will decrease Will not change
50 21 29
41 20 39
53 24 23
33 26 41
36 28 36
36 25 39
65 22 13
45%
23%
32%
Developed and developing countries
Countries’ perceptions also differ with regard to the effect of AI development on
existing inequalities between developed and developing countries.
In your opinion, will the development of AI and its applications contribute to increasing or reducing inequalities/discrimination between…?
Will increase
Will decrease
Will not
change
anything
Base: All respondents.
29. 29
BREAKDOWN BY COUNTRY
Will increase Will decrease Will not change
46 17 37
35 20 45
47 25 28
31 24 45
38 23 39
38 22 40
60 23 17
42%
22%
36%
People from privileged
and underprivileged backgrounds
Countries again differ in their perceptions of the probable consequences of AI
development on people from privileged and unprivileged backgrounds
In your opinion, will the development of AI and its applications contribute to increasing or reducing inequalities/discrimination between…?
Will increase
Will decrease
Will not
change
anything
Base: All respondents.
30. 30
BREAKDOWN BY COUNTRY
Will increase Will decrease Will not change
20 20 60
17 25 58
20 32 48
16 26 58
19 27 54
17 31 52
22 31 47
19%
27%
54%
Men and women
19% of women
18% of men
25% of women
30% of men
And finally, countries have different perceptions of the likely consequences of AI
development on inequalities between men and women
In your opinion, will the development of AI and its applications contribute to increasing or reducing inequalities/discrimination between…?
Will increase
Will decrease
Will not
change
anything
Base: All respondents.
32. 32
Total AI users Nonusers
52 83 43
51 79 43
46 71 38
44 70 37
42 75 33
40 69 32
15
14
13
12
11
11
37
37
33
32
31
29
27
28
30
32
32
30
21
21
24
24
26
30
Yes:
Most organizations—except those that already use AI—still do not view AI
development as a strategic issue
That is presented to you as being of
strategic importance for the future
That you expect your managers to make
statements and decisions about
That results in the hiring of new profiles
(data scientists, people who know how to
code, etc.)
That causes an increasing number of
training courses to be offered
That causes a large number of projects to
be launched
That your managers discuss with you
Yes, very much so Yes, a little No, not really No, not at all
Regarding the development of AI and the digital transformation of your company/organization administration, would you say that in your
workplace it is a subject...? Base: All respondents.
33. 33
BREAKDOWN BY COUNTRY
YES (IN %) TOTAL
That is presented to you as being of strategic
importance for the future
52 40 49 55 44 43 46 85
That you expect your managers to make
statements and decisions about
51 37 46 51 48 44 46 84
That results in the hiring of new profiles (data
scientists, people who know how to code, etc.)
46 30 46 47 40 42 40 73
That causes an increasing number of training
courses to be offered
44 27 45 43 35 41 37 78
That causes a large number of projects to be
launched
42 32 38 41 37 37 37 73
That your managers discuss with you 40 28 39 42 28 31 33 79
Employees in China and Spain are especially aware of AI’s strategic importance
Regarding the development of AI and the digital transformation of your company/organization administration, would you say that in your
workplace it is a subject...? Base: All respondents.
35. 35
Artificial intelligence will be totally
revolutionary
It will be a major technological milestone, but
not a revolution
It will not really change anything
In your opinion, how will the development of AI affect your current workplace over the next five years, with regard to…?
Less than a third of employees expect the development of AI to revolutionize their
workplace
Employees’ specific tasks
(assignments, tools used, etc.)
Types of development opportunities
available to employees
(positions offered, salaries, training, etc.)
How the work is organized
(chain of command, jobs, working hours,
workstations, etc.)
Types of employees hired
(their experience, training, and skills)
31%
29%
28%
27%
42%
42%
41%
42%
27%
29%
31%
31%
« AI will be totally revolutionary »
AI users Nonusers
42 28
42 26
40 24
40 24
Base: All respondents.
36. 36
Employees in China are likelier than those elsewhere to view AI as revolutionary
BREAKDOWN BY COUNTRY
(in %) TOTAL
Employees’ specific tasks
(assignments, tools used, etc.)
31 27 37 35 21 22 23 52
Types of development opportunities
available to employees
(positions offered, salaries, training, etc.)
29 26 33 34 19 19 23 51
How the work is organized
(chain of command, jobs, working hours,
workstations, etc.)
28 24 34 28 23 20 21 43
Types of employees hired
(their experience, training, and skills)
27 22 32 32 19 23 18 45
‘Artificial intelligence will
be totally revolutionary’
In your opinion, how is the development of AI going to affect your current workplace over the next five years, with regard to…?
Base: All respondents.
37. 37
DÉTAIL SELON LE PROFIL
Employees tend to have a similar perception of the likely effects of AI on their
workplace, regardless of their demographic profile
BREAKDOWN BY DEMOGRAPHIC PROFILE
(in %) TOTAL Men Women Under 35
35 years old
and over
Managers and
professionals
Other
occupations
Employees’ specific tasks
(assignments, tools used, etc.)
31 33 29 35 29 37 29
Types of development opportunities
available to employees
(positions offered, salaries, training, etc.)
29 31 27 34 27 35 27
How the work is organized
(chain of command, jobs, working hours,
workstations, etc.)
28 30 25 33 25 34 25
Types of employees hired
(their experience, training, and skills)
27 29 25 31 26 32 25
‘Artificial intelligence will
be totally revolutionary’
In your opinion, how is the development of AI going to affect your current workplace over the next five years, with regard to…?
Base: All respondents.
38. 38
Most respondents expect AI development to have an impact on the economy as a whole, but
people in the UK and France are more skeptical of this than people elsewhere
In your opinion, the development of AI will have an impact on…?
BREAKDOWN BY COUNTRY
Only certain
companies and
certain business
sectors
The economy as a
whole
48 52
43 57
45 55
49 51
42 58
40 60
24 76
42%
58%
Only certain companies
and certain business
sectors
The economy
as a whole
Total
28%
72%
AI users
45%
55% Nonusers
Base: All respondents.
39. 39
2%
1%
2%
11%
13%
13%
58%
It is already the case
One year
Two years
Three to five years
Six to ten years
More than ten years
Never: AI cannot accomplish most
of the tasks I perform
Four in ten employees believe that, in the medium term, an AI-enabled machine
could handle most of the tasks they currently perform
When do you think that developments in AI will enable a machine/computer to accomplish most or all of the tasks that you currently perform?
Possible for
42% of the active
population
On average, within 13 years
Possible for 57% of those
already using AI-enabled tools
- On average, within 12 years
Possible for 38% of those not
already using AI-enabled tools
- On average, within 14 years
Base: All respondents.
40. 40
BREAKDOWN BY COUNTRY
TOTAL
It is already the case 2 1 1 1 2 3 2 4
One year 1 1 - - 1 1 1 1
Two years 2 1 1 2 3 3 2 3
Three to five years 11 8 8 10 9 13 11 21
Six to ten years 13 10 11 16 11 9 12 22
More than ten years 13 10 12 17 11 11 10 19
Total: Considered possible 42 31 33 46 37 40 38 70
Never: AI cannot accomplish most
of the tasks I perform
58 69 67 54 63 60 62 30
Except in China, employees have similar views of the time frame for AI advances
When do you think that developments in AI will enable a machine/computer to accomplish most or all of the tasks that you currently perform?
Base: All respondents.
41. 41
Total AI users Nonusers
33 47 29
23 37 20
20 31 17
53 71 48
52 70 47
51 71 46
50 65 46
7
5
5
13
14
13
16
26
18
15
40
38
38
34
36
36
36
32
33
34
33
31
41
44
15
15
15
17
Definitely Probably Probably not Definitely not
Your job will no longer exist
Your profession will no longer exist
The company or organization you work for will no
longer exist
Your job will be profoundly transformed
Your profession will be profoundly transformed
The company or organization you work for will be
profoundly transformed
New jobs will be created
Although they do not expect their professional world to disappear, most employees—
particularly those who already work with AI—think that it will change a lot
Please indicate the likelihood that the following outcomes will occur as a result of AI over the next ten years?
Base: All respondents.
Yes:
42. 42
BREAKDOWN BY COUNTRY
YES (IN %) TOTAL
Your job will no longer exist 33 27 27 38 30 26 30 53
Your profession will no longer exist 23 22 16 24 23 20 20 39
The company or organization you work for will
no longer exist
20 18 16 20 21 18 18 31
Your job will be profoundly transformed 53 51 46 56 47 48 47 78
Your profession will be profoundly transformed 52 50 42 56 47 46 48 76
The company or organization you work for will
be profoundly transformed
51 47 40 55 47 45 46 77
New jobs will be created 50 42 37 44 40 48 47 91
Respondents in the countries surveyed widely share the feeling that big changes are coming
Please indicate the likelihood that the following outcomes will occur as a result of AI over the next ten years?
Base: All respondents.