{"id":9113,"date":"2023-12-14T03:35:48","date_gmt":"2023-12-14T03:35:48","guid":{"rendered":"https:\/\/topat10.com\/?p=9113"},"modified":"2023-12-14T03:35:48","modified_gmt":"2023-12-14T03:35:48","slug":"how-middle-managers-are-bridging-the-gap-between-the-ai-dreams-hatched-in-the-c-suite-and-the-real-world","status":"publish","type":"post","link":"https:\/\/topat10.com\/?p=9113","title":{"rendered":"How middle managers are bridging the gap between the AI dreams hatched in the C-suite and the real world"},"content":{"rendered":"\n

Middle managers are accustomed to translating the dreams of senior leadership into reality. When it comes to AI projects however, the bridge connecting the grand plans of the C-suite to the realm of the doable can be tricky to find for those tasked with crossing it.<\/p>\n

\n

\u201cThe disconnect is between vision and practicality,\u201d says Deloitte<\/a> Consulting\u2019s Principal and Global Generative AI Leader Nitin Mittal. \u201cThis is somewhat ubiquitous in our own client base and the many, many enterprises that we talk to.\u201d<\/p>\n

The challenge is to stay true to the vision while being responsible and understanding the practical constraints of the organization, like data, technology, and the skills of the workforce, Mittal added.<\/p>\n

Speaking at a special session at Fortune<\/em>\u2018s Brainstorm AI conference<\/a> Tuesday, Mittal and executive at several other companies discussed the \u201cproductivity paradox\u201d that can erode the promised benefits of AI if projects aren\u2019t planned and executed thoughtfully. AI\u2019s potential to make organizations 40% more efficient by 2035, as forecast by the World Economic Forum<\/a>, has generated a lot of excitement and expectations that can all too easily turn into disappointment. <\/p>\n

The gap between heady expectations and on-the-ground challenges is reflected in a survey that Upwork CEO Hayden Brown cited during the talk: A research institute surveyed 1,400 businesses in the U.S. about their AI strategies, and the findings showed that 73% of C suite executives are confident in their AI strategy, while only 53% of managers and VPs feel the same way.<\/p>\n

\u201cThe managers and VPs implementing the technologies not only are confused about how<\/em>, they\u2019re actually very anchored on risk, and fear,\u201d Brown said. \u201cThey were disproportionately speaking to concerns around that technology, and how it could be implemented, and whether their jobs or their teams jobs would be replaced.\u201d<\/p>\n

The fears aren\u2019t unreasonable. Disquiet about the impact of AI technology on the workforce and on society were themes that were repeatedly brought up by attendees and speakers throughout the two-day conference. In an on-stage interview on Monday<\/a>, Atif Rafiq, the founder and CEO of Ritual.work, said that businesses needed to do a better job of training workers for the AI age. \u201cWe\u2019re woefully unprepared,\u201d Rafiq said.<\/p>\n

During Tuesday\u2019s special panel with Deloitte\u2019s Mittal and Upwork\u2019s Brown, Emily Chiu, the chief operating officer of Block TBD, talked about how these issues were playing out at her firm. Chiu said that the level of concern over AI is relatively balanced across the organization, extending from the C-suite to the staff. The key consideration within Block TBD\u2014\u2014a division of Jack Dorsey\u2019s financial technology firm Block<\/a>\u2014is in the need for careful planning and balance when adopting new technologies, especially in handling sensitive personal information.<\/p>\n

\u201cWhat we see now is that these tools are going to be in the hands of everyone,\u201d Chiu said. \u201cAnd in financial services, the minute you launch a product, every scammer shows up with every angle to try to defraud you and to find loopholes.\u201d<\/p>\n

While these risk cannot be underestimated, Salesforce\u2019s chief ethical and humane use officer Paula Goldman described a positive and excited attitude towards AI at the firm, with a strong desire to experiment and integrate the technology across all departments. For her, these risks present an opportunity for innovation, creating a sense of trust that aligns with the goals of enterprises.<\/p>\n

\u201cPeople want experiment, like how fast can we experiment?\u201d Brown said. \u201cBut externally, you know, I think I\u2019m actually not seeing a disconnect, I am actually seeing excitement and a sort of awareness of risk. And that, to me, is really optimistic, because AI is not new, the risks that we\u2019re talking about are not new. And people have been working on solutions for this stuff for quite some time.\u201d<\/p>\n<\/div>\n

Subscribe to the Eye on AI newsletter to stay abreast of how AI is shaping the future of business. Sign up<\/a> for free.<\/div>\n\n","protected":false},"excerpt":{"rendered":"

Middle managers are accustomed to translating the dreams of senior leadership into reality. When it comes to AI projects however, the bridge connecting the grand plans of the C-suite to the realm of the doable can be tricky to find for those tasked with crossing it. \u201cThe disconnect is between vision and practicality,\u201d says Deloitte […]<\/p>\n","protected":false},"author":189,"featured_media":9114,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_uag_custom_page_level_css":"","_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_feature_clip_id":0,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_post_was_ever_published":false},"categories":[123],"tags":[],"class_list":["post-9113","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business"],"yoast_head":"\nHow middle managers are bridging the gap between the AI dreams hatched in 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