Mercer | https://www.mercer.us | Mercer Leadership Interviews Sheela Sukumaran Technology Vertical Leader Multinational Client Group
Our deep expertise, powerful insights, and real-world solutions help the people and organizations we serve take steps today to secure a better tomorrow.
Artificial Intelligence, AI, Robotics. What does it mean? Is it taking away jobs or creating new ones? Mercer’s own Sheela Sukumaran discusses how companies can survive and thrive this technological disruption and digital revolution.
Transcript: Robotics are changing the way we work in three ways. Firstly, with the expanded machine capabilities around vision, cognition, and mobility we are able to deploy robots in more complex activities. What this means is if there is an activity you can do applying specialty expertise in specific ways you can now automate them to support human experts. Whether you’re a salesperson, a doctor, or an engineer. The second way it’s impacting the way we work is it’s expanding the capacity that is available to enterprises due to AI and other computational platforms that are available on demand. What this means is we can now do more as organizations. Organizations can use their employees, their machines, and their on demand workforce to execute. Finally, all of this is going to lead to an increased amount of skills. Some of these are already evident. You can see the demand for robotics and data science. As most of these disruptive technologies go mainstream you’re going to see an expanded demand for skills associated with design, development, and manufacture of these intelligent systems. What we can do as workplaces is to prepare for these skills and make sure they are aligned with the roadmaps our enterprises are investing in. There is no one size that fits all. What organizations need to do is selectively invest in disruptive technologies that make the most sense in their environments. Whether they’re machine learning, robotics, Internet of things, or 3D printing it’s important to qualify what you’re going to deploy and under what circumstances. Having selected those, it’s important for organizations to engineer pilots, start small, and start early. Make sure you have successful pilots before you deploy them across the enterprise. In doing so drive readiness in the firm, whether it’s from a people process or technology standpoint.