A clear-eyed look at how AI can complement (rather than eliminate)
human jobs, with real-world examples from companies that range from
Netflix to Walmart. Descriptions of AI's possible effects on
businesses and their employees cycle between utopian hype and
alarmist doomsaying. This book from MIT Sloan Management Review
avoids both these extremes, providing instead a clear-eyed look at
how AI can complement (rather than eliminate) human jobs, with
real-world examples from companies that range from Netflix to
Walmart. The contributors show that organizations can create
business value with AI by cooperating with it rather than
relinquishing control to it. The smartest companies know that they
don't need AI that mimics humans because they already have access
to resources with human capability-actual humans. The book
acknowledges the prominent role of such leading technology
companies as Facebook, Apple, Amazon, Netflix, and Google in
applying AI to their businesses, but it goes beyond the FAANG
cohort to look at AI applications in many nontechnology companies,
including DHL and Fidelity. The chapters address such topics as
retraining workers (who may be more ready for change than their
companies are); the importance of motivated and knowledgeable
leaders; the danger that AI will entrench less-than-ideal legacy
processes; ways that AI could promote gender equality and
diversity; AI and the global loneliness epidemic; and the benefits
of robot-human collaboration. Contributors Cynthia M. Beath, Megan
Beck, Joe Biron, Erik Brynjolfsson, Jacques Bughin, Rumman
Chowdhury, Paul R. Daugherty, Thomas H. Davenport, Chris DeBrusk,
Berkeley J. Dietvorst, Janet Foutty, James R. Freeland, R. Edward
Freeman, Julian Friedland, Lynda Gratton, Francis Hintermann, Vivek
Katyal, David Kiron, Frieda Klotz, Jonathan Lang, Barry Libert,
Paul Michelman, Daniel Rock, Sam Ransbotham, Jeanne W. Ross, Eva
Sage-Gavin, Chad Syverson, Monideepa Tarafdar, Gregory Unruh, Madhu
Vazirani, H. James Wilson
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