Applied intelligence, the integration of human and intelligent machine capabilities across the enterprise, is transforming the workforce and creating a new work environment that requires new skills and a new strategic approach. In my previous post, I described the opportunities available for financial services firms that can make the transition to applied intelligence. I also highlighted the three strategic imperatives firms seeking to transform themselves in this direction must embrace:

  1. Reimagine work
  2. Pivot the workforce
  3. Scale up “new skilling”

In this post, I’m going to focus on how firms can reimagine how people and intelligent machines can work better together.

Reimagining the work environment to be more human-driven

Accenture’s future workforce reports on banking and insurance describe how the application of artificial intelligence (AI) within the workplace is not about jobs gained or lost, but rather about creating different types of jobs. Rather than replacing workers, in the new AI-enabled workplace, intelligent machines relieve humans of the tedious, repetitive aspects of their jobs and allow them to take on more insights-based tasks. AI expands human capabilities by using powerful data analytics and other tools to augment human intelligence, improve decision making, and enable personalization.

HR professionals and their firms can accelerate the realization of applied intelligence through the following three steps:

  1. Assess tasks and skills. The first step in the transformation process is to identify what tasks are required—along with the technologies and teams available to perform them— and then determine which tasks can and should be done by intelligent machines and which tasks can only be done by a human.
  2. Create new roles. Applied intelligence enables higher-value and more strategic work. HR professionals and business leaders must rethink job analysis to go beyond traditional functional roles. New roles in an applied intelligence environment will be specialised, insight-driven, and multi-skilled.
  3. Map skills to new roles. Once new tasks and roles are defined, HR professionals can assess what skills are currently available among the workforce and what skills will need to be developed or acquired.

In my next post, I’ll provide detail about the second strategic imperative in realising the full potential of AI: pivoting the workforce.

For more information about applied intelligence and the impact of AI on financial services, please see Accenture’s banking and insurance reports:

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