To do this, leaders must commit to learning and leading in new ways that generate economic value, drive business growth, and benefit their people. Yet two-thirds of executives say they lack the technology and change leadership expertise to drive the reinvention needed to fully leverage the transformative power of the AI generation.
The report, “Work, labor, workers: reinvented in the era of generative AI” highlights organizations’ conflicting views on how to realize the promises of the AI generation and reveals a critical lack of trust. While 95% of workers find it helpful to work with Generation AI, around 60% of them also worry about job loss, stress and burnout.
The results show the gap between workers’ and business leaders’ perceptions of the impact of AI in the workplace. While nearly 60% of workers are concerned about AI eliminating their jobs, less than a third of executives believe job elimination is a concern for their colleagues. Additionally, three-quarters of organizations lack comprehensive strategies that can lead to positive outcomes and experiences for workers.
Lean on Accenture previous research When it comes to unlocking human potential in the workplace, this latest report shows that leaving people ‘net better off’, including by supporting learning and wellbeing, is a clear route to building trust and smoother adoption of the AI generation. Among employees in the top quartile feeling better off, people were more comfortable with technology, particularly in terms of how they can apply it to their work.
“Success starts with leaders who are ready to learn and lead in new ways, scale the AI generation responsibly, create value and ensure work gets better for everyone,” said Ellyn Shook, director of management and human resources at Accenture. “It starts by asking a simple question: Are people “significantly better off” working here? This not only unlocks the potential of individuals and drives bottom-line growth, but also paves the way for workers to feel comfortable, confident and ready to work with Generation AI. What we have learned from the past as leaders is that what happens next is up to us. It’s up to us to shape the best results.
“Reinventors” Lead Critical Changes
Only 9% of organizations are “at the cutting edge” in terms of their reinvention capabilities and how they are maximizing the potential of generative AI to improve their bottom line, while increasing the skills and comfort level of people with it. technology. More than half of these reinventors are taking steps to reshape the workforce by rethinking jobs and roles around Generation AI, and three-quarters are actively engaging their workforce to help shape the company’s change efforts. business. Additionally, nearly half (47%) of reinventors are already thinking bigger, recognizing that their processes will require significant changes to take full advantage of the AI generation.
“Generative AI has a more profound impact than any technology that came before it. Our research highlights the need for organizations to have a generic AI reinvention strategy that covers the entire value chain, not just the roles and tasks where AI can augment or automate the way we to work already,” said Paul Daugherty, director of technology and innovation at Accenture. “When we think about scaling AI, we need to take a holistic perspective that reimagines how work is done, how to lead staff through this change, and how it can be a better experience for everyone. »
As part of their reinvention strategy, large organizations are working to build an agile workforce by investing in skills mapping and data integration, so they have the predictive insights needed to ensure the right mix of skills to develop the capabilities of their employees and their activity. They are twice as likely to invest in developing soft skills, as well as technology skills, and twice as likely to anticipate productivity gains of 20% or more over the next three years. By adopting these approaches, organizations can create $10.3 trillion in additional global economic value by 2038.
This agility must start at the top. For leaders to succeed in bringing about change of this magnitude within their organization, they must ensure that the work – not only what they do, but also how they do it – works for everyone. world. Nearly all workers surveyed (94%) said they were ready to learn AI skills, even though only 5% of organizations offer training on a large scale. As AI learns both from data and from interactions with humans, who are responsible for “teaching” the machines, it is essential to develop this capability and foster a “teach to learn” culture.
As the future of work continues to evolve, people-centered approaches, including actively engaging employees to understand their concerns, act on them, and build trust, will set leading organizations apart in terms of performance and culture.
To learn more about how organizations can position themselves and their people to grow as they evolve the AI generation, read the full report: Work, labor, workers: reinvented in the era of generative AI.
About research
The ideas in this report are rooted in two complementary research approaches: (1) economic modeling, data science, and global surveys to understand broader macroeconomic, labor, and industry trends around generation AI and work; and (2) experimental and ethnographic techniques to analyze work experiences, mindsets, and approaches that occur at the individual employee and organizational level.
Collectively, these surveys, interviews, and other ethnographic approaches generated data from more than 7,000 C-suite executives (CXOs) and 5,000 employees at large organizations (>$1 billion in annual revenue) including headquarters are in 19 countries (Australia, Brazil, Canada, China). , France, Germany, India, Ireland, Italy, Japan, Mexico, Netherlands, Singapore, South Africa, Spain, Sweden, Switzerland, United Kingdom and United States) and representing 24 sectors: Aerospace and defense, Airline , Travel & Transportation, Automotive, Banking, Capital Markets, Chemicals, Communications & Media, Consumer Goods & Services, Energy, Financial Services, Food Retail, Healthcare, High Tech, Hospitality, Industrial Goods & Equipment, Insurance, Health Sciences Life, Natural Resources, Professional Services, Public Service, Retail, Software and Platforms and Utilities.
Please see the Research Methods section of the report for more information.
About Accenture
Accenture is a global professional services leader that helps the world’s largest businesses, governments and other organizations build their digital core, optimize their operations, accelerate revenue growth and improve citizen services, creating a tangible value quickly and at scale. We are a talent and innovation-driven company with approximately 743,000 people serving customers in more than 120 countries. Technology is at the heart of change today, and we are one of the world leaders in contributing to this change, through strong relationships with ecosystems. We combine our technological strength and leadership in cloud, data and AI with unrivaled industry experience, functional expertise and global delivery capability. We are uniquely capable of delivering tangible results through our broad range of services, solutions and assets in the areas of Strategy & Consulting, Technology, Operations, Industry X and Song. These capabilities, combined with our culture of shared success and our commitment to creating 360° value, allow us to help our clients reinvent themselves and build trusting and lasting relationships. We measure our success by the 360° value we create for our customers, for each other, for our shareholders, our partners and our communities. Visit us at www.accenture.com.
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Contact:
Katy Rosati
Accenture
+1 917 452 6662
kathryn.rosati@accenture.com
