Use the Asian age

Electronic fortune teller Forrester found that nearly half of all Asian managers surveyed expected a permanent increase in their long-term employment; many will want to use AI tools in order to develop work connectivity to reduce the new distance this creates.

As part of the Global AI Agenda 2021 program, in conjunction with Cornerstone OnDemand, MIT Technology Review Insights surveyed more than 1,500 senior decision makers and professional leaders to understand how AI is used in Asian and global organizations to help grow financial and digital alliances. , increasing the potential for staff.

AI, top to bottom

Around the world, organizations are using AI tools and analytics to increase productivity, to be able to squeeze more creatively, to help employees better understand customer needs, and to support business outcomes. Like many technological advances, numerical recognition is seen as an essential tool — for example, a high degree of transparency in procurement allows a manufacturer to quickly identify a location in order to reduce costs. As is the case with most of the previous 18 procedures, the covid-19 effect has accelerated this.

Allan Tate, executive chairman of the CIO Symposium of the MIT Sloan School of Management, describes this as “a Big Restoration: where businesses change every two years in two months.” While acknowledging that “currently the use of AI to improve performance and reduce costs is probably the most common, the use of AI-enabled information has recently become a major financial management tool for many organizations.”

This hypothesis is confirmed by our global survey of valid AI methods in businesses: nearly half of those surveyed indicate that they have commissioned AI to make money, or are accelerating their efforts to do so. A quarter has more plans to use AI for high-end initiatives, and only 12% proves to be a cost-effective tool.

The ideas from the interviewees in Asia are mainly in line with what is happening around the world, as well as revealing a region that is immediately settling in, and preparing to jump. Respondents in Asia point to lower AI use in economic growth than the global average, but they have more opportunities to make experiments on the “top-line” AI, and more than one segment has ideas for increasing its use.

This is growing at the moment in the “top” AI, which often helps customer-oriented teams through increased customer awareness, drive business. This, in turn, strives to promote the potential of marketing and development professionals, such as increasing their efficiency and helping to develop skills. Respondents in Asia, on average, are more likely to be involved in raising funds for AI project intervention than the global average (see Figure 2).

Organizations that focus on AI experimental “start-ups” – which fall into spending time and performance – seem to be increasingly self-deprecating and driving performance changes, which could lead to changes in performance and internal teams.

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This was created by Insights, the hand of material contained in the MIT Technology Review. It was not written by the authors of the MIT Technology Review.