To achieve the full potential of AI,
organizations must reinvent work, reshape the workforce and prepare
workers
A new report from Accenture (NYSE: ACN) reveals an urgent need
for business leaders to look beyond how generative AI affects
specific tasks and roles and, instead, start to scale gen AI by
redesigning processes across their organizations, as well as how
people experience work.
To do this, leaders must commit to learning and leading in new
ways that deliver economic value, drive business growth and benefit
their people. Yet two-thirds of executives say they do not have the
technology and change leadership expertise to drive the reinvention
needed to fully leverage the transformative power of gen AI.
The report, “Work, workforce, workers: Reinvented in the age of
generative AI,” highlights organizations’ conflicting views about
how to achieve the promise of gen AI and reveals a critical gap in
trust. While 95% of workers see value in working with gen AI,
approximately 60% are also concerned about job loss, stress and
burnout.
The findings show the gap between workers’ and business leaders’
perceptions of the impact of AI in the workplace. While almost 60%
of workers worry about AI eliminating their jobs, less than
one-third of C-suite leaders feel job displacement is a worry for
their people. In addition, three-quarters of organizations do not
have comprehensive strategies in place that will lead to positive
worker outcomes and experiences.
Building on Accenture’s earlier research on unlocking human
potential in the workplace, this latest report shows that leaving
people “Net Better Off,” including supporting learning and
well-being, is a clear pathway to building trust and a smoother
adoption of gen AI. Among employees in the top quartile for feeling
Net Better Off, people expressed greater comfort with the
technology—particularly in terms of how they can apply it to their
work.
“Success starts with leaders who are willing to learn and lead
in new ways, to scale gen AI responsibly, to create value and
ensure work improves for everyone,” said Ellyn Shook, chief
leadership and human resources officer, Accenture. “It starts with
asking a simple question: are people ‘net better off’ working here?
This not only unlocks people’s potential and drives bottom-line
growth, but also paves the way for workers feeling comfortable,
trusting and ready to work with gen AI. What we’ve learned from the
past as leaders is that what happens next is up to us. The best
outcomes are ours to shape.”
‘Reinventors’ leading critical changes Just 9% of
organizations are “leading” when it comes to their capabilities for
reinvention and how they maximize the potential for generative AI
to boost the bottom line, while increasing people’s proficiency,
and level of comfort, with the technology. Over half of these
Reinventors are taking action to reshape the workforce by
redesigning jobs and roles around gen AI, and three-quarters are
actively involving their people to help shape enterprise change
efforts. In addition, nearly half (47%) of Reinventors are already
thinking bigger—recognizing that their processes will require
significant change to fully leverage gen AI.
“Generative AI has a more profound impact than any technology
that has come before it. Our research underscores the need for
organizations to have a gen AI reinvention strategy that addresses
the full value chain, not just roles and tasks where AI can augment
or automate how we already operate,” said Paul Daugherty, chief
innovation and technology officer, Accenture. “When we look at
scaling AI it needs to be through a holistic lens that reimagines
how work is done, how to lead a workforce through that change, and
how it can be a better experience for all.”
As part of their reinvention strategy, leading organizations are
working to build an agile workforce by investing in skills mapping
and data integration, so they have the predictive insights to
ensure the right mix of skills to grow their people’s capabilities
and their business. They are twice as likely to invest in growing
people’s soft skills, along with tech skills, and twice as likely
to anticipate workforce productivity gains of 20% or more in 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 successfully
bring a change of this magnitude into their organization, they must
ensure that work—not only what they do, but how they do it—works
for everyone. Nearly all workers surveyed (94%) reported being
ready to learn gen AI skills, though just 5% of organizations are
providing training at scale. With AI learning from both data and
interactions with humans, who are responsible for ‘teaching’ the
machines, building that capability and fostering a ‘teach to learn’
culture is paramount.
As the future of work continues to evolve, people-centric
approaches, including actively engaging employees to understand and
act on concerns and build trust, will set leading organizations
apart in both performance and culture.
To learn more about how organizations can position themselves,
and their people, for growth as they scale gen AI, read the full
report: Work, workforce, workers: Reinvented in the age of
generative AI.
About the research This report’s insights are anchored in
two complementary research approaches: (1) economic modeling, data
science and global surveys to understand the broader macro, labor
and industry trends surrounding gen AI and work; and (2)
experimental and ethnographic techniques to analyze the work
experiences, mindsets and approaches happening at the individual
employee and organization levels.
Collectively, these survey, interview and other ethnographic
approaches yielded data points from over 7,000 C-suite leaders
(CXOs) and 5,000 workers of large organizations (>1 billion USD
in annual revenue) headquartered 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
industries: Aerospace & Defense, Airline, Travel &
Transport, Automotive, Banking, Capital Markets, Chemicals,
Communications & Media, Consumer Goods & Services, Energy,
Financial Services, Food Distribution, Health, High Tech,
Hospitality, Industrial Goods & Equipment, Insurance, Life
Sciences, Natural Resources, Professional Services, Public Service,
Retail, Software & Platforms, and Utilities.
Please see the Research Methods section of the report for more
information.
About Accenture Accenture is a leading global
professional services company that helps the world’s leading
businesses, governments and other organizations build their digital
core, optimize their operations, accelerate revenue growth and
enhance citizen services—creating tangible value at speed and
scale. We are a talent- and innovation-led company with
approximately 743,000 people serving clients in more than 120
countries. Technology is at the core of change today, and we are
one of the world’s leaders in helping drive that change, with
strong ecosystem relationships. We combine our strength in
technology and leadership in cloud, data and AI with unmatched
industry experience, functional expertise and global delivery
capability. We are uniquely able to deliver tangible outcomes
because of our broad range of services, solutions and assets across
Strategy & Consulting, Technology, Operations, Industry X and
Song. These capabilities, together with our culture of shared
success and commitment to creating 360° value, enable us to help
our clients reinvent and build trusted, lasting relationships. We
measure our success by the 360° value we create for our clients,
each other, our shareholders, partners and communities. Visit us at
www.accenture.com.
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version on businesswire.com: https://www.businesswire.com/news/home/20240115827084/en/
Katy Rosati Accenture +1 917 452 6662
kathryn.rosati@accenture.com
Accenture (NYSE:ACN)
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