The State of AI Adoption - High Performers Show the Way

Irving Wladawsky-Berger

For the past few years, the McKinsey Global Institute has been conducting a yearly survey to assess the state of AI adoption. Its 2017 survey of over 3,000 AI-aware executive found that outside the technology sector, AI adoption was at an early, often experimental stage. Overall, the 2018 survey found that while the business world had begun to adopt AI, few companies had in place the foundational building blocks that would help them to generate value from AI at scale.

Five Ways People Adopt And Love Change

Adaptive Path

Is it that users just hate change ? Luckily, a communications expert named Everett Rogers looked deep and long at how human beings actually look at and choose to adopt something new and innovative. I love this because Rogers doesn’t look at what sells, but at what actually gets adopted and really, truly used. Here are the 5 Factors that drive whether someone adopts or snubs your product or service: RELATIVE ADVANTAGE. COMPLEXITY. Oh dear Lord.

How Not to Adopt an LCMS

Xyleme

Companies that adopt a new LCMS are challenging the status quo, reimagining the way content is typically authored, created and delivered. Here are some of the most common mistakes organizations make when adopting a new LCMS: Trying to shoe-horn existing process into a new system. One of the reasons organizations adopt an LCMS is to increase efficiency by streamlining processes, which often requires reimagining — and even removing — some of the existing processes.

How to Support the Widespread Adoption of AI

Irving Wladawsky-Berger

Only 8% of firms are engaged in practices that support widespread adoption. To support the widespread adoption of AI, companies must make three fundamental shifts. Productivity studies at both the firm level and the establishment (or plant) level during the period 1995-2008 reveal that the firms that saw high returns on their technology investments were the same firms that adopted certain productivity-enhancing business practices.”.

AI Technologies Are Fundamentally Changing How Work Gets Done

Irving Wladawsky-Berger

The expanded scope will change the value employers place on tasks, and the types of skills most in demand.”. The data set generated by these methods provides much more detail about the changes in tasks within jobs and in skill requirements than traditional survey data.

Complexity and Public Administration

Dave Snowden

Some 10 years ago now when I first became interested in how complexity science might be used in public administration there was a body of thinking but relatively few practical examples of applications. That has changed. This has brought attention to approaches informed by complexity science for working with intractable problems as well as a way to square the circle of making localization workable and relevant. This blog is being posted on behalf of Thomas Townsend.

The Complex Nature of Cloud-based Innovation

Irving Wladawsky-Berger

In addition, cloud can help business users become more agile and keep up with the fast pace of technological and market changes. A recent McKinsey study on Cloud and Innovation observed that “The problem in many cases is that adopting cloud technologies is an IT initiative, which means that cloud solutions are all around improving IT and IT productivity. By now, most will agree that cloud computing is a major transformational force in the world of IT.

in an increasingly complex world

Harold Jarche

Robert Warwick - Following a comprehensive literature review, heavily influenced by complexity sciences, we came up with seven essential criteria that are important to consider in an increasingly complex world, these were: Go out of your way to make new connections. Adopt an open, enquiring mind-set, refusing to be constrained by current horizons. Embrace uncertainty and be positive about changeadopt an entrepreneurial attitude. complexity

Nothing Has Changed. Everything Has Changed.

Charles Jennings

We know that the results of learning and development activities can only be determined by changes in behaviour (after all, at its heart that’s what ‘real learning’ is) and behaviour change needs to be measured in terms of what individuals, teams and organisations can do and are doing, that they couldn’t do previously, or what they’re doing better than before. But we need wider fundamental changes if we’re to do so at speed and scale. So, what are these fundamental changes?

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change the system, not the leader

Harold Jarche

Plus ça change, plus c’est pareil. Even punishing the person in charge will change little. Changing leaders will not change the system from which they emerged. To remain connected to the changes in their networks, good leaders are curious and promote experimentation, but do not need to control it. Leadership in networks is helping the network make better decisions, and this requires a focus on the best organizational design to meet the changing situations.

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Automation and the Changing Demand for Workforce Skills

Irving Wladawsky-Berger

Let me now discuss the more recent report published earlier this year, which examined the changes in skills required of human workers over the next 10-15 years. To do so, the study analyzed how the total number of hours worked in 25 different skill areas has changed between 2002 and 2016 and estimated the expected change in hours worked by 2030. I’ll focus my discussion on the US skill changes, as the European changes were similar.

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Looking back at the Acorn Study; Part 5: Looking backwards, looking forwards

Dave Snowden

That can mean that people are sensing the mobilisation of capabilities of the present in those stories and their power to affect change in the future – the two are more closely interconnected here. However, some unexpected things are what’s getting in the way of broader adoption.

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Social Learning, Complexity and the Enterprise

Harold Jarche

Organizations, in order to function, need to encourage social exchanges and social learning due to faster rates of business and technological changes. Social experience is adaptive by nature and a social learning mindset enables better feedback on environmental changes back to the organization. The Internet has fundamentally changed how we communicate on a scale as large as the printing press or the advent of written language. The little stuff is changing too fast.

On the Complex Evolution toward Mobile Digital Payments

Irving Wladawsky-Berger

In addition, by reaching out to financial institutions, merchants, application developers and others, Apple is helping bring together the different players in the payments ecosystem, something that’s absolutely essential to succeed in such a complex undertaking. Our existing payment system is quite complicated, somewhat expensive and difficult to change, but it actually works quite well, handling just about all transactions within a few seconds.

Complexity in Government

Dave Snowden

To see a whole government start to shift towards complexity theory as a new paradigm of government is mist encouraging. My argument was that we in a phase shift period, between the paradigm of systems dynamics (process, scenario planning, learning organisation) and complexity theory (fragmented sense-making, use of human sensor networks, the inter-connectivity of social computing etc.). Today was the first day of my three day programme at the Civil Service College in Singapore.

Next Generation Evaluation: Embracing Complexity, Connectivity, and Change

Beth Kanter

Game-changing approaches: What are the most promising methods and examples of how social sector players are practicing evaluation in light of these new trends? Three game-changing approaches will be discussed in detail: Developmental Evaluation , Shared Measurement , and Big Data. These approaches have the potential to change how we view evaluation in a significant way. The guide is useful for those beginners and early adopters alike.

Growing Up in a Complex World

Irving Wladawsky-Berger

The primary challenge emerging out of the CEO conversations was complexity - the fact that CEOs now operate in a world that is substantially more volatile, uncertain and complex. They feel that incremental changes are no longer sufficient because the world is operating in fundamentally different ways. Owing perhaps to the challenges of today’s economic environment, students revealed distinctive viewpoints on the issues of complexity, information and decision-making.

Pragmatic change in the Now

Dave Snowden

The final day of the Supporting Agile Adoption event in Portland made for an interesting morning followed by a three hour drive to the Red Lion Hotel in Olympia (strongly recommended by the way) to get me close enough to Seattle for the 0715 flight tomorrow to London by way of a six hour layover in JFK. We talked about some interesting ideas of pre-Scrum processes, based on complexity thinking, which I now have to write up on the plane tomorrow.

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The Puzzling Technology Adoption Discrepancy Between Individuals and Institutions

Irving Wladawsky-Berger

The initiative, co-led by John Hagel and John Seely Brown , is an attempt to quantify what Deloitte calls The Big Shift , the long term transformations in the global business environment over the past several decades, brought about by the rapid advances in digital technologies as well as major changes in public policy. . And, the Impact index aims to quantify the impact of these changes on companies and individuals, as well as on competition, volatility and business performance.

Diversity, complexity, chaos and working smarter

Harold Jarche

Complexity, chaos and enterprise-architecture ~ by @tetradian – via @DavidGurteen [explores the under-represented Chaotic domain of Dave Snowden's Cynefin framework]. question “How do we get adoption for social software?” he linked adoption to passion and performance (“If you are interested in performance you have to be interested in passion”). It is accepted that rapid change and the complexity of overlapping issues is the norm.

Embracing change from both sides

Harold Jarche

Consultants, and even key internal staff, can often identify the problem (at the time) but then they move on to the next problem before much change has happened. Complexity theory tells us that complex problems need to be probed through action before any sense can be made of them. Changing to a social business is complex. Dave Snowden has operationalized this with the Cynefin framework (Probe-Sense-Respond in complex environments).

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Web 2.0 and Change Present Challenges to Many Learning Executives

Jay Cross's Informal Learning

and Change Present Challenges to Many Learning Executives. Jay spoke with Learning Executives Briefing about informal learning and the changing role of the CLO. is changing the nature of business and enabling incredibly powerful connections. That is changing the whole show. It’s also changing informal learning. When organizations adopt new technologies, all of a sudden, things don’t cost as much. LXB: Is the nature of the learner changing that much?

Would a Distributed Model of Government be More Suitable for a Complex, Diverse 21st Century Democracy?

Irving Wladawsky-Berger

I mentioned three such key forces: the structural changes and employment challenges our economy is going through; the changing demographics and emergence of a kind of new establishment in US society; and the technology-amplified, free-for-all conversations taking place through our multitude of information and communication channels. The foremost reason is the need to become more flexible and adaptable in response to fast changing market conditions.

Change for Cognitive Edge

Dave Snowden

It looks at different periods in the life cycle of a product or service and identifies different strategies that should be adopted. So, we have just made a radical change to our training and accreditation programme. The changes can be summarised as follows: The two day accreditation programme will be stripped of a lot of the theory plus the advanced methods, and will be more practical in orientation. One will be on the whole issue of complexity, strategy and leadership.

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Learning is Behaviour Change: why is it often so hard to help it happen?

Charles Jennings

Alan Deutschman, the author of ‘ Change or Die ’ makes a pretty stark statement about people’s reluctance to change: “What if a well-informed, trusted authority figure said you had to make difficult and enduring changes in the way you think and act? Could you change when change really mattered? He goes on to say that even if you think you’d change, it’s unlikely to happen. Now with nicotine there’s a very clear reason why behaviour is difficult to change.

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Ten IT Predictions for the Post-Pandemic New Normal

Irving Wladawsky-Berger

These changes affected most industries, but were particularly critical for hospitals, factories, and transportation hubs. Complex Systems Economic Issues Education and Talent Innovation Management and Leadership Services Innovation Technology and Strategy

AI Is Mostly About Business Value, Not Technology

Irving Wladawsky-Berger

But it’s much harder to quantify the more complex benefits of AI, such as better insights and decision making. Companies that are slow to adopt these productivity improvements will find themselves at a serious competitive disadvantage.

How Can Blockchain Become a Truly Transformative Technology?

Irving Wladawsky-Berger

I first became interested in blockchain technologies when in 2016 the World Economic Forum (WEF) named The Blockchain in its annual list of Top Ten Emerging Technologies citing its potential to fundamentally change the way markets and governments work.

How Covid Is Reordering the Global Economy

Irving Wladawsky-Berger

The covid-19 pandemic will accelerate change in the world economy,” says The Economist. Let me discuss the three key areas where The Economist expects long-lasting changes: globalization, digitization and inequality.

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New Directions for Government in the Digital Age

Irving Wladawsky-Berger

Companies - especially large, global corporations - have leveraged digital innovations to improve their productivity and competitiveness and adapt better to these powerful technology and market changes.

Design Principles for Complex, Unpredictable, People Oriented Systems

Irving Wladawsky-Berger

An IBM Global CEO Study conducted in 2010 concluded that complexity was the primary challenge emerging out of its conversations with 1,500 CEOs and senior government officials. CEOs told us they operate in a world that is substantially more volatile, uncertain and complex. Many shared the view that incremental changes are no longer sufficient in a world that is operating in fundamentally different ways.” . This balancing act between complexity and robustness is never done.

Book Review: Connecting to Change the World

Beth Kanter

Almost tend years ago, they co-wrote “Net Gains,” one of the first practical handbooks on building and working in networks for social change. They have joined forces and along with John Cleveland, have written “ Connecting to Change the World.” There is minimal structure or roles and as a living organism, the structure changes.

The State of AI in the Enterprise

Irving Wladawsky-Berger

All of these respondents were early AI adopters compared with their counterparts in an average company, - 90% were directly involved in their company’s AI projects, and 75% said that they had an excellent understanding of AI. 63% of respondents had adopted machine learning, an increase of 5% over the 2017 survey and 50% were using deep learning. 62% had adopted natural language processing, compared to 53% in 2017, while 57% were using computer vision.

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An Increasingly Digital “New Normal”

Irving Wladawsky-Berger

Transformative change is very difficult for established companies. Already consumed with managing their existing operations, they may look at transformative change as more of a threat or distraction than an opportunity, - unless they’re in dire straits and have no other choice, as was the case with IBM. A serious crisis is an opportunity for companies to focus on the actions needed to survive in a fast changing environment.

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The Real Business of Blockchain

Irving Wladawsky-Berger

Once information is cryptographically encrypted, time-stamped and added to the ledger, it cannot be changed unless all the participants agree. A database is a general store of information, which can be read, written, deleted and changed as appropriate.

How to Survive and Thrive in a World of Disruption

Irving Wladawsky-Berger

The forces of disruption might have been more powerful in the fast-changing IT industry, but no industry has been immune. Retail has undergone major changes with the rise of e-commerce, as has telecommunications with the transition to mobile phones. Why have so many companies been done in by disruptive technological and market changes? Adopting the agility mindset fundamentally transforms this perspective, turning a nice-to-have ‘luxury’ into a mission-critical priority.”.

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The Urgent Need to Strengthen the Nation’s Resilience

Irving Wladawsky-Berger

A recent report on US Leadership in the 21st Century reminded us that the expansion of public high school education and state universities in the first half of the 20th century was a critical ingredient in the US becoming the world’s most successful economy. “The lack of accessible educational opportunities that are clearly and transparently linked to the changing demands of the job market is a significant obstacle to improving work outcomes for Americans,” said the report.

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Measuring the Effectiveness of Social Distancing Policies

Irving Wladawsky-Berger

A couple of weeks ago, the Atlas research group started to apply their geolocation data and methods to analyze the effectiveness of the social distancing policies adopted in the New York metropolitan area in response to the Covid-19 pandemic. However, you can empirically address a key set of important question: how have these social distancing policies changed mobility and social behavior?;

Even When Plans Are Useless, Planning Is Indispensable

Irving Wladawsky-Berger

The impact of Covid-19 is much bigger, affecting consumer demand as well as supply chains all over the world, and likely to last quite a bit longer. “Today’s supply chains are global and more complex than they were in 2003,” with factories all over the world affected by lockdowns and quarantines. Planning in such highly uncertain times must focus on the ability to quickly and flexibly react to fast changing circumstances.

Reconnecting Society and Reopening the Economy

Irving Wladawsky-Berger

Instead, many national and state governments adopted two distinct sets of actions, the hammer and the dance. They found that NY’s social distancing policies had indeed led to major changes in where people spent their time and how they interacted with each other.

Why Some AI Efforts Succeed While Many Fail

Irving Wladawsky-Berger

Invest in AI talent, data governance, and process change. Artificial Intelligence Complex Systems Data Science and Big Data Economic Issues Education and Talent Innovation Management and Leadership Society and Culture Technology and StrategyWinning with AI , - a 2019 report based on a survey jointly conducted by the MIT Sloan Management Review and the Boston Consulting Group , - found that 90% of respondents agree that AI represents a business opportunity for their company.

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Scenario Planning - Formulating Strategy in the Face of High Uncertainty

Irving Wladawsky-Berger

Answering this question has never felt more urgent as leaders prepare for the future. “Even before the Covid-19 crisis, rapid technological change, growing economic interdependence, and mounting political instability had conspired to make the future increasingly murky.” Uncertainty was already all-encompassing. “How can we formulate strategy in the face of uncertainty?,” asks Learning from the Future , a recent Harvard Business Review article by Peter Scoblic , in its opening sentence.

The Productivity Paradox: Digital Abundance and Scarce Genius

Irving Wladawsky-Berger

Demographic change , namely, the declining population and labor force growth around the world, is another potential cause for slow economic growth. While technologies may advance rapidly, humans and our institutions change slowly. For example, McKinsey recently conducted a global online survey on the current state of AI adoption, garnering responses from over 2,000 participants across a range of business functions, industry sectors, geographical regions and company sizes.