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1、Work,workforce,workers Reinvented in the age of generative AIPreface 03ContentsExecutive summary 04-08The gen AI state of play 09-13Conflicting views erode trust 14-17The trifecta of opportunities:economy,business,people 18-25Gen AI GPSCharting the path to realize gen AIs full potentialAccelerator 1

2、:Lead and learn in new ways Accelerator 2:Reinvent work Accelerator 3:Reshape the workforce Accelerator 4:Prepare workers 26-40Prospects ahead 41-42Work,workforce,workers:Reinvented in the age of generative AI2Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|

3、The trifecta of opportunities|Gen AI GPS|Prospects aheadPrefaceAuthorsEllyn ShookChief Leadership&Human Resources Officer AccenturePaul DaughertyChief Technology&Innovation Officer AccentureGenerative AI has burst onto the scene.It appeared fast and is evolving even faster.To date,our teams have alr

4、eady worked on over 700 client projects.Were seeing what success looks likeand sharing it here.We know that achieving gen AIs full potential hinges not just on a strong data foundation,but also on leaders willingness to lead and learn differently.This makes it possible to navigate the risks and seiz

5、e the huge opportunity before us to reinvent work,reshape the workforce and prepare people,responsibly.No other modern technology has impacted these areas to such a degreeand were all about to experience it.However,similar to when digital came on the scene,the rush for pilots and experimentation is

6、too often leaving robust talent strategies behind.To spotlight the importance of focusing on talent early,our research brings data to the groundbreaking reality that were seeing every day.As you dive into these insights,know that this is the start of a journey like no other.Were exploring how gen AI

7、 is changing the game and how we can all come out ahead as businesses,as leaders and as people.Heres to exploring the age of generative AI together.Work,workforce,workers:Reinvented in the age of generative AI3Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|

8、The trifecta of opportunities|Gen AI GPS|Prospects aheadIf the paragraph on the left sounds like a robotic answer to the question,“How will generative AI(gen AI)change work?”thats because it isits a response generated by ChatGPT.While its correct to a degree,this answer overlooks how gen AIs impact

9、on value chains will fundamentally transform the nature of work,reshaping how businesses deliver value and better experiences for employees and customers.Such details and insight are ones that only humans can bring to monumental questions such as this.An even better answer is much shorter:It depends

10、 on people and how they use it.More specifically,it depends on leaders having the courage,knowledge and understanding to shape the future.They will need to prioritize human-centered change efforts and learn in new ways to scale this groundbreaking technology responsibly,to create value and to ensure

11、 that work improves for everyone.This means setting and guiding a vision for how to reinvent work,reshape the workforce and prepare workers for a generative AI world,while building a resilient culture to navigate continuous waves of change.“Generative AI has the potential to significantly change the

12、 nature of work across various industries and fields.While generative AI has the potential to bring about numerous benefits,it also raises ethical and societal concerns,including issues related to job displacement,data privacy,protection of intellectual property,bias and the responsible use of AI.Th

13、e impact of generative AI on work will depend on how it is implemented,regulated and integrated into various industries and organizations.”Work reinvented,workforce reshaped,workers preparedExecutive summaryContents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The

14、 trifecta of opportunities|Gen AI GPS|Prospects ahead4Work,workforce,workers:Reinvented in the age of generative AIInvest in people to reinvent workThe impact and importance of what people do with generative AI today and tomorrow cannot be understated.In this age,gen AI is influencing more than just

15、 productivity;its impacting processes across the value chain,changing the work itself.Due to its ubiquity across job types and potential to create exponential impact,1 gen AI is poised to provide the most significant economic uplift and change to work since the agricultural and industrial revolution

16、s.The early industrial revolution,for example,was marked by mass production and standardized outputs.The age of gen AI will be defined by not only productivity gains but also by enhanced human creativity and potential to shape more innovative employee and customer experiences.Work,workforce,workers:

17、Reinvented in the age of generative AI5Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadFor the first time in history,we are embracing a generation of technology that is“human by design.”Gen AIs effectiv

18、eness hinges on human input to drive quality outputswhether theyre straightforward,like the draft of an email,or complex,like a financial forecast.This shift will lead to a reinvention of work with more human-centric processes across the entire value chain.By synthesizing data,comprehending natural

19、language and converting unstructured data into actionable insights,gen AI is democratizing business process redesign,empowering everyonefrom frontline workers to lab scientists to design professionalsto reshape their own workflows.Gen AI can also bring workers closer to their customers.Imagine a ban

20、king scenario where gen AI transforms the customer experience:from using AI-powered analytics to gain a comprehensive view of customer needs,to customizing financial products and services based on those needs.This end-to-end change not only streamlines operations;it also helps bankers know their cus

21、tomers better,identify new products and improve experiences for both customers and employees.All these outcomes positively impact the bottom-line.In fact,our research shows that generative AI offers a trifecta of opportunities:it can accelerate economic value and increase productivity that drives bu

22、siness growth,while also fostering more creative and meaningful work for people.Comparative analysis of global gen AI adoption and innovation scenarios shows that more than$10.3 trillion in additional economic value can be unlocked by 2038 if organizations adopt gen AI responsibly and at scale(indus

23、try by industry,value chain by value chain).2 This potential is reflected in CxO optimism,with most believing gen AI will ultimately increase their companys market share,and 17%anticipating an increase in market share by 10%or more.3 of workers see value in working with gen AIbut their top concern i

24、s that they dont trust organizations to ensure positive outcomes for everyone.5 95%Most organizations view gen AI as a path to greater innovation,presenting more of a revenue-growth play than a cost-reduction play.And when it comes to the workforce,Reinventors(representing 9%of organizations)are 2x

25、more likely than other organizations to anticipate productivity gains of 20%or more in the next three years.And two out of three strongly agree that,with gen AI,work will become more fulfilling and meaningful.4Work,workforce,workers:Reinvented in the age of generative AI6Contents|Preface|Executive s

26、ummary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadOur research explored the factors that contribute to this trust gap.Currently,three-quarters of organizations globally lack comprehensive strategies and initiatives to ensure positiv

27、e employee experiences and outcomes with gen AI.6 And two-thirds of CxOs we surveyed confess that they are ill-equipped to lead this change.7 Misaligned perceptions between leaders and workers also erode trust.When it comes to job security,58%of workers are worried,8 yet less than one-third of CxOs

28、feel job displacement is a concern for people.9 Theres another disconnect when it comes to well-being,with 60%of workers concerned that gen AI may increase stress and burnout,10 compared to only 37%of leaders who see this as an issue.11 This lack of trust puts the trifecta of opportunities at risk.D

29、espite 94%of people saying they are ready to learn new skills to work with gen AI,12 only 5%of organizations are actively reskilling their workforce at scale.13Theres a way,however,for leaders to close the trust gap and accelerate gen AI integration:Look at and emulate how leading organizations are

30、leveraging gen AI in ways that are better for business and better for people.Follow the ReinventorsAccentures research reveals that of the 9%of organizations that have achieved the capability for continuous reinvention(Reinventors),nearly half(47%)of them are already thinking biggerrecognizing that

31、their processes will require significant change to fully leverage gen AI.And more than half(52%)are already taking action to reshape the workforce by redesigning jobs and roles around gen AI.Key to all of this:three-quarters are actively involving their people in their enterprise change efforts,whil

32、e reskilling people.These organizations are breaking down silos and making data accessible to all employees,fostering transparency and building trust among their people.14Our research also highlighted the need to meet peoples fundamental human needs,so they feel Net Better Off15 at work.Why?Because

33、it is a clear pathway to strengthening trust and getting people ready for,and comfortable with,gen AI.Indeed,by helping their people deepen their trust in the company and their colleagues,build market-relevant skills,work with purpose and strengthen their emotional,physical and financial health,an o

34、rganization can unlock two-thirds of an individuals potential,which can lead to a 5%revenue boost.16In this age of gen AI,leaders should view their people not as passengers on the journey,but as navigators.Reinventors recognize this.And with a small percentage of organizations currently leading the

35、way,theres substantial opportunity to be among the front-runners.Success relies heavily on leaders who act with compassion and humility,and who create the conditions so that their people feel Net Better Off at work.Work,workforce,workers:Reinvented in the age of generative AI7Contents|Preface|Execut

36、ive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects ahead“Gen AI heralds the most significant disruption to organizationsand,in my case,to the newsroomin the last 25 years.Approached responsibly,it could help the most important and re

37、spected media companies provide an even better and more accurate service and product going forward.Its the people,not technology,who understand the purpose of the company and what its trying to achieve.”William Lewis,Chief Executive Officer and Publisher,The Washington PostOur gen AI“GPS”later in th

38、is paper shows how to navigate the journey ahead and is focused on four accelerators.It emphasizes leaders committed to continuous,deep learning and leading in new ways,along with human-centered change management to reinvent work,reshape the workforce and prepare workers so they are resilient for wh

39、atever tomorrow holds.Before diving into the gen AI GPS,we set the stage by examining the current state of gen AI,as well as the conflicting views surrounding it.An understanding of both is essential to fully realize the potential of gen AI for organizations,people and society.Lead and learn in new

40、waysReinvent work Reshape the workforce Prepare workers Work,workforce,workers:Reinvented in the age of generative AI8Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadWhere we are today Work,workforce,wo

41、rkers:Reinvented in the age of generative AI9Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadThe gen AI state of play Figure 1.Welcome to the age of generative AI Source:Accenture 2024 What might happen

42、 in the future?Pattern Forecast ModelWhat should we do next?Simulate OptimizeRecommendFOUNDATIONALMATURE Why did this happen?AnalyzeScenarioSegmentHow can AI help with the execution?AdviseCreateCode AutomateProtect Diagnostic Predictive GenerativeAIs evolution has been marked by three phases of sign

43、ificant advancements.The Diagnostic Era was largely defined by the introduction of machine learning.The Predictive Era gave us the ability to make increasingly accurate forecasts about everything from operations to customer behavior.And late 2022 saw the dawn of the Generative Era.Now,machines arent

44、 just predicting with high accuracy,theyre also generating creative content and offering personalized suggestions(see Figure 1).Work,workforce,workers:Reinvented in the age of generative AI10Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opp

45、ortunities|Gen AI GPS|Prospects aheadThese are very early days for generative AI,with most companies still in the planning and experimental stages.But looking across the landscape,several key trends are emerging,reflecting gen AIs influence on business reinvention,workforce dynamics,regulatory envir

46、onments,executive perspectives and employee sentiment.These trends are important markers for understanding gen AIs current standing,as well as its future potential for transforming industries,work and employee experiences.Driving reinvention:Gen AI is seen as one of the main levers for enterprise re

47、invention at 81%of companies we surveyed,17 yet two-thirds of CxOs do not have the right skills and capabilities needed to successfully reinvent their organizations.18 Data strategy and technology infrastructure emerge as top concerns for implementing gen AI,with nearly half of CxOs believing theyll

48、 need to improve their data strategy to leverage gen AI effectively.19 Magnitude of impact:Our modeling shows that 44%of working hours in the US are in scope for automation or augmentation.20 This percentage is even higher in countries with greater numbers of knowledge-and language-task-based21 work

49、ers relative to the full working population,like in the UK(where 47%of all working hours will be impacted).Theres variation across sectors too(see Figure 2 on the next page).Its also important to note that people with lower levels of digital skills,less career experience and less formal education co

50、uld be more negatively impacted,which only highlights the risk of exacerbating the digital divide.22 Regulatory response:Some would argue that regulators view gen AI as a proverbial horse having sprinted from the barn,citing for example the Biden administrations late-October executive order requirin

51、g new safety assessments,equity and civil-rights guidance and research on the labor market.23 Mere weeks prior,China introduced several regulations specifically targeting gen AI.24 And in December 2023,the European Parliament passed the AI Act which,along with risk-based regulations,sets transparenc

52、y requirements for gen AI usage.25 Increasingly,countries and regions recognize the need to urgently establish regulatory frameworks,including robust IP protection and usage agreements,for rapidly evolving AI technology.“If I have a concern anywhere,its that people will underappreciate the need to h

53、ave human involvement in the creation of these toolsnot only human involvement but the most diverse human involvement,or else were just replicating the bias of human decision making.”Jacqueline Welch,Executive Vice President&Chief Human Resources Officer,The New York TimesWork,workforce,workers:Rein

54、vented in the age of generative AI11Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadFigure 2.A significant portion of working hours will be impacted(either automated or augmented)by generative AIWorking

55、 hours in scope for augmentation due to gen AI Working hours in scope for automation due to gen AI Note:Estimates are based on“Human+Machine”identification of work tasks and exposure to impact of generative AI.Source:Accenture Research based on National Statistical Institutes and O*Net.24%23%23%22%2

56、2%19%22%21%22%20%21%21%21%18%20%18%19%17%18%17%16%15%15%UKCanadaGermanyAustraliaJapanFranceUSSwedenItalyNorwayFinlandDenmarkArgentinaSpainMexicoChileBrazilColombiaSouth AfricaSaudi ArabiaChinaIndia47%22 Countries:46%46%45%44%44%44%43%42%42%42%42%42%41%41%41%39%39%38%38%33%31%23%24%23%25%22%23%21%22%

57、21%21%21%24%21%23%22%22%21%21%22%18%16%Capital MarketsSoftware&PlatformsBankingInsuranceComms.&MediaRetailPublic ServiceHigh TechLife SciencesTravelEnergyHealthAutomotiveAerospace&DefenceChemicalsUtilitiesIndustrialNatural ResourcesConsumer Goods19 industries:72%68%67%65%51%50%42%42%41%40%39%39%39%3

58、8%31%31%30%28%24%42%35%34%36%26%22%21%19%19%17%17%23%15%16%13%13%12%11%12%30%33%33%29%25%28%21%23%22%23%22%16%24%22%18%18%18%17%12%Work,workforce,workers:Reinvented in the age of generative AI12Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of

59、opportunities|Gen AI GPS|Prospects ahead CxO sentiment:Already,86%of CxOs are using gen AI to some degree in their work and nearly all believe gen AI will be transformative for their company and industry.All CxOs surveyed100%anticipate changes to their workforce,e.g.,growing or reducing headcount an

60、d implementing plans to reskill.26 Yet only one in three leaders believe they have the technology expertise or feel they can tell a compelling transformation narrative to lead the change thats needed.27 This gap in knowledge and confidence impacts both trust and transparency,which is critical to suc

61、cessfully navigate gen AI transformation efforts at scale.Employee sentiment:95%of employees we surveyed see value in working with gen AI,and 82%say they already have some understanding of the technology.However,their biggest concern is trusting their organization to ensure positive outcomes for all

62、.Further findings highlight this concern:60%of employees worry that gen AI may increase stress and burnout,58%feel insecure about their job and 57%need clarity on what this technology means for their careers.28Given the progress and trends already witnessed,and perhaps even as a result,there are con

63、flicting views about the risks,benefits and tradeoffs involved with using gen AI at scale.We see this as an issue that must be unpacked and understood to realize the full,positive potential of gen AI.“The uncertainty surrounding the emergence of new technologies can often evoke fear.One of the best

64、ways to combat fear is to educate and get people involved,and the companies that do so will have a better chance at creating increased value for themselves and their customers.”Christy Pambianchi,Executive Vice President&Chief Human Resources Officer,Intel“Gen AI can be useful,but at times it can al

65、so be overwhelming.Because you always get that feeling that if you are leveraging AI to work or get your work done,there is a real possibility that AI can replace you.”IT manager,Australian software&platform companyWork,workforce,workers:Reinvented in the age of generative AI13Contents|Preface|Execu

66、tive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadThe trust gapWork,workforce,workers:Reinvented in the age of generative AI14Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifec

67、ta of opportunities|Gen AI GPS|Prospects aheadSource:Accenture Research NLP analysis on news articles(Dow Jones Factiva)across 329,314 articles;Jan 2022 Dec 2023Conflicting views erode trustGenerative AIs natural language interface increasingly democratizes technology access to people across industr

68、ies and roles.Yet transparency and trust are required for people to effectively adopt and embrace these tools.Our research indicates that this includesbut extends beyondthe need for trust in the tool itself:People also need to trust that the organization will integrate gen AI in ways that protect an

69、d prepare workers.Messages in the media reflect where concerns lie.Following the launch of ChatGPT,the potential for job displacement dominated media attention;today,gen AIs potential for violating data privacy is being discussed more frequently(see Figure 3).29 Figure 3.Media coverage focused prima

70、rily on job displacement immediately following the launch of ChatGPT,but now focuses more on privacy concerns and job creation opportunitiesTotal mentions of gen AI topics3173,226Job Displacement PersonalizationJob creation1,991Q1 2023Privacy4,4895,4804145,492PrivacyJob Displacement PersonalizationJ

71、ob creationQ4 20235,721Work,workforce,workers:Reinvented in the age of generative AI15Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadBut importantly,our research reveals the specific trust gap between

72、workers and leaders(see Figure 4).To a greater extent than CxOs realize,workers are asking whether their organizations gen AI implementation will cost them their jobs and whether those approaches will lead to stress,burnout and overload rather than to a better employee experience.And they wonder whe

73、ther the tool itself will deliver quality outputs.30 Our surveys also reveal that 32%of leaders see talent scarcity,due to skill gaps or unawareness,as a major barrier in utilizing gen AI.Additionally,36%believe workers will not fully embrace gen AI due to a lack of technological understanding.31 Ye

74、t most workers(82%)believe they grasp the technology,and 94%are confident they can develop the needed skills.32Figure 4.Misaligned perceptions between workers and CxOs on key concerns related to gen AIs impact on work,the workforce and workersSources:Accenture Pulse of Change survey,Wave 10(Sept 202

75、3):n=2,425 CxOs.Accenture Change Workforce Survey(Oct-Nov 2023):n=5,000 employees.60%37%Workers say:I am concerned that gen AI may increase my stress and burnout CxOs say:Gen AI could contribute to peoples stress and burnout 58%29%Workers say:Gen AI is increasing my job insecurity CxOs say:Job displ

76、acement is a concern for our people 53%21%Workers say:I am concerned about the quality of output CxOs say:Trusting the quality of output is a concern for our people 82%36%Workers say:I feel I understand the technologyCxOs say:Lack of understanding is a concern for our people 94%32%Workers say:I am c

77、onfident I can learn the skills needed to leverage gen AI in my role CxOs say:Lack of worker skills is going to hold us back WorkWorkforceWorkersWork,workforce,workers:Reinvented in the age of generative AI16Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|Th

78、e trifecta of opportunities|Gen AI GPS|Prospects ahead“I think gen AIs greatest power is that it will help us be more creative and advance our productivity as human beings.However,there does need to be some line there.We cant have it set up to where its doing everything for us.”Purchasing&logistics

79、manager,US consumer goods&services companyFurther,while generative AI offers great potential to increase efficiency and reduce human errors,theres an inherent risk of over-reliance on this technology at the expense of finding the right blend of human intelligence and AI capability.Understanding and

80、closing the trust gapsnot merely observing themis crucial for business and societal leaders working to deploy gen AI responsibly.By proactively resolving these challenges,we dont just acknowledge them;we turn them into opportunities to get ahead in the Generative Era.Work,workforce,workers:Reinvente

81、d in the age of generative AI17Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadThe trifecta of opportunities Work,workforce,workers:Reinvented in the age of generative AI18Contents|Preface|Executive sum

82、mary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadEven with a years hindsight on generative AIs role in our everyday lives,harnessing the trifecta of opportunities to accelerate economic value,drive business growth and create more mea

83、ningful work for people is an ongoing effort.For each opportunity,the incentive only grows when people are the navigators along the path to achieving gen AIs full potential.While previous transformations focused mainly on workforce productivity,this age of gen AI will revolutionize work and workflow

84、s across the entire value chain.Our research is bringing into clearer view the big upside of integrating gen AI responsibly.Economic upsideOur modeling reveals insights from three economic growth scenarios,each based on the pace of gen AI adoption and innovation.Among them,the“people-centric”scenari

85、owhere organizations adopt gen AI responsibly at scale,in ways that place people and innovation at the heartstands out,potentially creating an additional$10.3 trillion in economic value by 2038(see Figure 5 on next page).33The trifecta of opportunities:economy,business,peopleWork,workforce,workers:R

86、einvented in the age of generative AI19Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadFigure 5.Companies can unlock an additional$10.3 trillion in economic value by adopting responsible,people-centric

87、approaches to gen AISource:Accenture Research.Simulated GDP growth under three scenarios.GDP forecasts from Oxford Economics across 22 countries.120,000115,000110,000105,000100,00095,00090,00085,00080,00075,00070,0002023202820332038+$17.9 trillion USD against baseline+$13.5 trillion USD against base

88、line+$7.6 trillion USD against baseline People-centric scenario:Companies adopt in ways that place people and innovation at the centerCautious scenario:Companies adopt slowly,placing risk aversion at the centerAggressive scenario:Companies adopt quickly,placing cost-cutting at the centerBaseline exp

89、ected growth$10.3 trillion USD additional value unlocked by 2038Work,workforce,workers:Reinvented in the age of generative AI20Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadBusiness upsideMost CxOs be

90、lieve gen AI will ultimately increase their companys market share,with 17%of them predicting that gen AI will increase their market share by 10%or more.34 This confidence stems from gen AIs ability to help companies free up capacity and improve how they identify,reach,connect with and deliver to cus

91、tomers.Fittingly,more CxOs view gen AI as a tool for revenue growth rather than for reducing headcount.35 In fact,our modeling suggests that companies planning to reinvent workby integrating gen AI more deeply across functions and business processes at scaleexpect to overtake the revenue growth of e

92、ven todays leading companies in the next five years.36Technology like gen AI is recognized by executives not just as a revenue driver,but also as a force of disruptive change.Importantly,so is talent.Our previous research has shown that technology alone will not drive gen AI-enabled growth;instead,p

93、rioritizing people alongside data and tech can lead to productivity gains of up to 11%,while sidelining the human factor slashes that gain to just 4%.37 Moreover,Reinventors(the 9%of organizations that lead in reinvention)are 2x more likely to anticipate a productivity gain of 20%or more in the next

94、 three years.38 By intentionally involving their people in the change,such organizations are not only working to close the trust and transparency gap,theyre also increasing their chances to reinvent at speed and scale by 1.7x and 1.6x,respectively.39“At Mizuho,were focused on the future and thinking

95、 more broadly about how our industry can transform by having gen AI in the market and within our workforce.Managing this change effectively is extremely importantespecially communicating with employees.People are wondering about the impacts and leaders need to take a highly personalized approach.Tal

96、k with each individual about their experiences,skills and potential expanded opportunities.”Makoto Umemiya,Deputy President&Senior Executive Officer and Group Chief Digital Officer,Mizuho Financial GroupWork,workforce,workers:Reinvented in the age of generative AI21Contents|Preface|Executive summary

97、|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadPeople upsideWorking with technology that is“human by design”like gen AI-powered agents and innovative digital spacesenables people to enhance their productivity,creativity and human poten

98、tial.Moreover,among the Reinventors,two-thirds strongly agree that,with gen AI,work will become more meaningful,creative and impactful.40Ultimately,gen AI presents a new,higher-stakes scenario to reshape the workforce and prepare individuals to transition from being focused on one or two areas of ex

99、pertise(with supporting skills),to mastering multiple interconnected capabilities at once.Such a shift presents an opportunity to create a more agile and adaptive organization through,for example,tailored learning pathways aligned to each workers needs and aspirations.But this will only be achieved

100、if there is a culture of transparency and trustand executives have a significant role to play in exemplifying these values.Our goal is to really make AI helpful for everyone by improving knowledge,learning,creativity and productivity,and enabling others to grow through building and deploying AI resp

101、onsibly.In the workplace,that means making the most of opportunities to use AI to help people and teams work more effectively and increase their impact.One thing that wont change is that work is still centered around humans,so that people can bring their creativity,which is such an important human t

102、rait.”Fiona Cicconi,Chief People Officer,GoogleWork,workforce,workers:Reinvented in the age of generative AI22Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadAccentures research has shown that helping p

103、eople to become“Net Better Off”unlocks nearly two-thirds(64%)of a persons potential at work.We showed that when firing on all four dimensions,organizations can unlock the potential of their people and ultimately deliver 5%greater revenue growth.41 And our latest research shows that leaving people Ne

104、t Better Off is a clear pathway to closing the trust gap and getting people ready for,and comfortable with,generative AI.For instance,workers who are highly Net Better Off had a 19 percentage point greater incidence of“strongly agree”responses regarding their comfort with the technologyparticularly

105、in terms of how they can apply it to their work(see Figure 6 on the next page).42If your people are Net Better Off01 Theyre healthy and wellphysically,emotionally and financially02 Theyre connected,with a strong sense of trust and belonging03 Their work has purpose04 They have marketable skills that

106、 lead to vibrant careersWork,workforce,workers:Reinvented in the age of generative AI23Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadFigure 6.Workers already experiencing a greater degree of support f

107、rom their organizations are better prepared to envision and realize the value of gen AIHigh Net Better Off workers that strongly agreeThe Net Better Off differenceLow Net Better Off workers that strongly agreeI am highly confident I understand how I can apply generative AI tools in my work.51%+19pp3

108、2%I am very optimistic about how generative AI will impact my future career prospects.51%+13pp38%I am highly confident I will attain the skilling needed to leverage generative AI effectively in my work.50%+12pp38%Source:Accenture Change Workforce Survey(Oct-Nov 2023):n=5,000 employees.Strongly agree

109、 responses compared across workers in the top and bottom quartiles of Net Better Off scores.Work,workforce,workers:Reinvented in the age of generative AI24Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects ahea

110、dFrom readiness to realization:Learnings from Accenture experimentsTo better understand how gen AI can create enriching experiences and unlock peoples potential at work,we plugged into Accenture teams within the Sales function that are starting to infuse gen AI tools into everyday ways of working.43

111、 Team members were first actively engaged in rethinking their processes and workflows(since they know the work best),and then they helped design and implement the tools.By utilizing gen AI to draft and update proposals,these sales professionals saw marked increases in areas such as productivity,conf

112、idence,ability to create real impact through their work and enhanced ability to manage stress at work(see Figure 7).These effects were especially pronounced for people who had been in their role longersuggesting that experienced workers are ready for,not resistant to,tools that help simplify and imp

113、rove their work.Figure 7.Change in sales professionals reported productivity,confidence,impact and stress management as a result of integrating gen AI toolsSource:n=53 sales professionals testing gen AI tools,who responded to both baseline and post-test survey measures.Values show average%change in

114、each productivity and work experience lever,as a result of gen AI.Response options ranged from-100%to 100%.+34%+34%+31%+29%ProductivityConfidence in abilityMeaningful impactStress managementWork,workforce,workers:Reinvented in the age of generative AI25Contents|Preface|Executive summary|The gen AI s

115、tate of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadCharting the pathWork,workforce,workers:Reinvented in the age of generative AI26Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|G

116、en AI GPS|Prospects ahead26Gen AI GPS:Charting the path to realize gen AIs full potentialThe opportunity is clear.So,too,is the fact that organizations and leaders need a proverbial“Gen AI GPS”that not only lays out both the journey and the destination,but that is also adaptable for an ever-changing

117、 landscape.Reinvent work Reshape the workforce Prepare workers Lead and learn in new ways27Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadWork,workforce,workers:Reinvented in the age of generative AIWi

118、th only a small percentage of organizations leading when it comes to reinvention and gen AI,theres substantial opportunity to be among the front-runners.Our research and interviews have identified key accelerators and actions to realize gen AIs full potential through reinventing work,reshaping the w

119、orkforce and preparing workers for the future.But success in this age of gen AI relies heavily on leaders who are willing to learn continuously and deeply(particularly when it comes to the technology),who lead with compassion and humility and who create the conditions so that their people feel Net B

120、etter Off at work.Thats why our Gen AI GPS starts with us,the leaders.Think of it this way:Enzo Ferrari didnt build incredible cars thanks to reimagined approaches to design and engineering;he was successful because he was a driver.So,for leaders to be effective in the Generative Era a time when bei

121、ng tech-enabled and people-powered has never been more importantthey too need to drive.“This is about not just being another tool that we start to layer over whatever it is were already doing.This is a fundamental change in the way we work.Cultures need to shift to create environments where people a

122、nd their leaders can keep adapting work,learning and changingat a pace we arent used to.”Kerry Dryburgh,Chief People Officer,bpWork,workforce,workers:Reinvented in the age of generative AI28Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of oppo

123、rtunities|Gen AI GPS|Prospects aheadLead and learn in new waysAccelerator 1:The license to guide an organization through the gen AI journey must be earnedespecially given the trust gap identified in our research.To be effective and build trust,leaders need to show up and lead differently,including b

124、y challenging old mindsets in order to learn new things(see Figure 8 on the next page).These capabilities arent entirely new,but leaders need to approach them in new ways to guide their organizations with both confidence and humility into the gen AI-enabled future.Its a future where capabilities lik

125、e digital fluency,enterprise-wide governance,cross-function collaboration,ecosystem partnership,human-centered change management and people leadership all take on greater urgency.Systems thinkingto understand and shape industry,regulatory and societal impactsis also paramount.“Leaders are learning j

126、ust like everybody else is learning.Its easy to underestimate the foundation needed to really make gen AI successful.Its so much more than layering this on top and thinking,If you build it,they will come.From a technology standpoint and a change standpoint,being people-led and tech-powered comes wit

127、h a learning curve for leaders to make sure the outputs are really what you want.To get buy-in from your full workforce,we need to see leaders leading the way and engaging with these new tools more than anyone.”Donna Morris,Chief People Officer,Walmart Work,workforce,workers:Reinvented in the age of

128、 generative AI29Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadFigure 8.A learning roadmap for leaders in a gen AI-enabled world Know the Fundamentals Digital Fluency(incl.Cloud,Data,Security)|Generati

129、ve AI fundamentals(incl.LLMs,architectures,responsible AI principles)|Ask the Right QuestionsScale AI Responsibly Enterprise AI Governance|Regulatory,Ethical and Societal Implications|Risk MitigationGen AI in Your Enterprise Understand Status of your digital core and readiness for gen AI Modular app

130、roach to achieving value How to scale Industry and adjacent industry gen AI landscape Partner landscape Be able to Create a multi-year plan Prioritize investments Leverage tech ecosystem Understand competitive impact Avoid missteps by implementing Responsible AIReinvent Work,Reshape the Workforce Un

131、derstand Opportunities for business process reinvention How to use gen AI tools in the flow of workBe able to Reshape and reallocate your workforce Rewire your organization for true cross functional collaborationUnlock Worker Potential Understand How people learn Skills at the core of the talent lif

132、ecycle The companys employee value proposition The art and science of change managementBe able to Oversee effective reskilling programs and embrace work/learn fusion Build talent strategy informed by gen AI impact Develop effective change management competencies and tools Evaluate change impacts to

133、ensure employees are Net Better Off0205030401Source:Accenture 2024Work,workforce,workers:Reinvented in the age of generative AI30Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadIn a gen AI-enabled futur

134、e,learning must be accelerated and scaled in the flow of workTraining relevant to workLearning through workWork/Learn Fusion+=Over 65%of executives we surveyed admit they lack the technological expertise required for gen AI-led transformation.44 Its therefore important that leaders immerse themselve

135、s in the technology,effectively changing how they learn by embedding learning into the flow of work.Think of it as a continuum.As leaders learn,theyll be able to scale gen AI more effectively and lead responsibly as they reinvent work and reshape the workforce.This,in turn,helps to earn the trust of

136、 workers as they are prepared for a future in which theyand the businesswill be better off.Work,workforce,workers:Reinvented in the age of generative AI31Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects ahead

137、“We believe AI is more than just a tool;its a powerful catalyst for enhancing the guest and associate experiences.At Marriott International,weve intentionally had a holistic,cross-disciplined approach.This isnt a single departments initiative;its a team effort championed by our Chief Revenue Officer

138、,Chief Customer Officer and myselfand fueled by the collective energy of everyone at the company.”Ty Breland,Chief Human Resources Officer,Marriott International“It starts at the top,from the board and the CEO and the management teammaking sure that were setting the tone responsibly and collaborativ

139、ely.You really must think about what that technology is,who is most likely to use it and get comfortable with it and what can we learn from it?Then,having the channels to bubble up the ideas,connect across our teams and mitigate those risks,as well as prioritize resources.Then,rinse and repeat.”Sher

140、i Bronstein,Chief Human Resources Officer,Bank of America“Generative AI technologies hold the potential to help us to do more than ever,do everything faster than ever and create bigger,better results.Their success,however,depends on leaders who make responsible decisions about how,when and where to

141、apply them.Leaders need to be continuous learners;they need to carefully consider and mitigate ethical and social risks and avoid the possibility of disparate impacts;and they must craft an inspiring vision that helps colleagues connect what matters to the company to what matters to them personally.

142、These arent one-time activities either.In a world where technology matters more than ever,humanity in leadership also matters more than ever,every single day.”Eric Pliner,Managing Director,Global Lead for Leadership&Culture,AccentureLessons from Leaders:Work,workforce,workers:Reinvented in the age o

143、f generative AI32Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadReinvent workAccelerator 2:These are early days.However,weve already found that nearly half of Reinventorsthe 9%of organizations that are

144、 leaders in reinventionrecognize that processes across the value chain will require significant changes in order to realize the trifecta of opportunities from gen AI.45 Rethinking entire workflows provides a clear view of where gen AI can be most impactful.This includes aligning the technology with

145、business goals for greater efficiency and innovation across the enterprise,as well as collapsing silos in a lasting,meaningful way(see Figure 9 on the next page).Once you have a good view of process-level opportunities,its possible to reallocate work and focus on what needs to change to better serve

146、 customers,support your people and achieve improved business outcomes.Reinventors understand this,with just over half already redesigning work around gen AI.46 Another important focus is creating a culture where people move beyond executing to shaping their own work and how it flows through the orga

147、nization.Work,workforce,workers:Reinvented in the age of generative AI33Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadAs-isGen AIpoweredAnalyze&StrategizeCustomerIdentificationCustomerAwarenessCustome

148、rOnboardingPortfolio&NegotiationOrderCaptureOrderConfirmationSell-outActivationCustomerServiceLoyalty&Value AddedServiceCredit&InvoiceManagementOrderDeliveryEnableExecuteServiceIdentify GrowthSpacesOnboardCustomersThroughIntelligent ToolsAutomateOrder Capturewith SmartAssortmentOfferOptimizedRoute O

149、rderDeliveryConfirm Orderin Real TimeActivate Sell-Out throughImageRecognitionProvide Hyper-PersonalizedCustomerCareFigure 9.Illustrative example of a consumer goods workflow,reinvented using gen AISource:Accenture 2024Work,workforce,workers:Reinvented in the age of generative AI34Contents|Preface|E

150、xecutive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadAs biotechnology firm Moderna looks to turn its ambition of launching 15 new products in five years into reality,the company is focused on its operating model,processes and

151、 how work gets done.One example:People are now able to self-start processes and eliminate hours of work using mChat,Modernas gen AI solution,to create codeeven if theyve never coded before.Implementations like this help people expand their capabilities well beyond traditional job roles,while also en

152、suring that peoples great ideas can gain momentumrather than getting stalled in the system.To take things further,Moderna is providing opportunities for upskilling via an AI academy.The company is making clear that gen AI is now an established part of key workflows across the organization.By expandi

153、ng peoples capabilities,Moderna is advancing its mission to help as many patients as possible with life-saving and life-changing medications.Lessons from Leaders:Radisson Hotel Group,which has more than 1,100 properties,receives 1,000 or more customer reviews every day.Its impossible to track every

154、one(though,previously,hotel employees read and responded manually to as many as they could),so Radisson sought Accentures help in leveraging gen AI to transform its business processes related to that valuable feedback.Together,we implemented gen AI to draft responses at scale so guests would feel he

155、ard and employees and hotel managers could focus more on providing better service.Employees still oversee the response process,which helps the system learn and improve upon each interaction.But it also provides Radisson employees with analytics to understand customer needs more fully,so they can imp

156、rove guest experiences even more.Work,workforce,workers:Reinvented in the age of generative AI35Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadReshape the workforceAccelerator 3:As processes and work c

157、hange rapidly with generative AI,your workforcehumans,machines and partnerswill need to be equally dynamic.Companies looking to emulate the shift in how work gets done must understand that continuous talent reinvention is just thatcontinuous.As work and roles shift,capacity is increased,which frees

158、up time and talent for transitions and/or new role creation that best aligns with strategic customer and business outcomes(see Figure 10 on the next page).This increased capacity is the unlock for the productivity and market share gains that CxOs predict will stem from gen AI.And for people making t

159、hese pivots,there is opportunity to move beyond the traditional“T-shaped”model of deep knowledge in one area and narrow knowledge in others to,instead,multiple competencies,which can increase their market relevance.All of this suggests that skills and adaptabilityof both people and machinesmust keep

160、 pace with changes across the value chain.The key is to have talent models,programs,policies and practices that are as agile as your workforce.As use of gen AI grows,organizations should further leverage the capabilities of the skills tech ecosystem to facilitate smoother transitions.Organizations t

161、hat are skills-drivenwith robust skills infrastructure and tools,as well as integrated data across the enterpriseare agile and armed with the predictive insights on skills needed to reshape their workforce,today and tomorrow.Work,workforce,workers:Reinvented in the age of generative AI36Contents|Pre

162、face|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadFigure 10.Illustrative example of how work and roles can be reallocated in a gen AI future,freeing additional capacityField Sales RepresenativeField Sales Represenati

163、veSalesSalesAccount ManagementAccount ManagementCustomer Insight&GrowthCustomer Insight&GrowthSales AdminSales AdminOperational Distributor Sales RepSales&Category AdvisorOperational Distributor Sales RepSales Bot ManagerIntelligent Channel Partner Sales RepKey Account ManagereB2B/eCommerce ManagerS

164、hopper/Customer Insight ManagerRevenue Growth and Cat ManShopper Insight&Sales Data ScientistCustomer Lifetime Profitability ManagerChannell Innovation StrategistCustomer Service RepresentativeKey Account ManagereB2B/eCommerce ManagerShopper/Customer Insights ManagerRevenue Growth and Cat ManCustome

165、r Service RepresentativeAdditional CapacityTodays work&rolesFuture work&rolesIncreased CapacityKeyReduced CapacitySource:Accenture 2024Work,workforce,workers:Reinvented in the age of generative AI37Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta

166、 of opportunities|Gen AI GPS|Prospects ahead“Our employees on this journey with us are helping us shape this whole new way of work.We are very determined to partner with them on what this looks like because I think it has the potential to really improve their experience and quality of work.”Leanne W

167、ood,Chief Human Resources Officer,VodafoneVodafones culture has long been guided by the belief that what is good for people is good for business.Thats why the telecom giant has started experimenting with and scaling gen AI,with an eye on how work will change for its people.For example,for its frontl

168、ine agents,Vodafone has been identifying adjacent skills and pathways,offering upskilling opportunities to take on new and expanded roles in areas such as technical support or digital marketing.This deep commitment to its people opens new doors for individuals,while ensuring that Vodafone retains th

169、e valuable legacy knowledge and deep understanding of its customers.Lessons from Leaders:Work,workforce,workers:Reinvented in the age of generative AI38Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadPr

170、epare workersAccelerator 4:Economic research suggests that relevant human capital investments,like training,should exceed technology investments by as much as nine-fold.47 As organizations integrate generative AI,comprehensive learning initiatives will be vital to ensure their people have market-rel

171、evant skills and the capability to collaborate with machines.Yet its not just about technology skills.Leading companies are nearly twice as likely to be prioritizing soft skills,too.48 Whats also needed is a strong teach-to-learn culture that presents learning in a three-dimensional way:individual,o

172、rganizational and the machine itself.After all,humans need to teach the machines(itself a new skill);both people and machines need to get better at their jobs over time to maximize the benefits of gen AI.Approaching learning like this goes a long way toward involving people at every step,so that cha

173、nge is happening with them,not to them.And when individuals are actively listened to and invited to explore how their work and work processes could be transformed for the better,organizations foster agency,transparency and trust.The result will be more engaged,productive people who trust the organiz

174、ation and feel Net Better Off.“I see generative AI being your toolbox to do all the work that youre doing today,but faster and better.As someone who works in the creative field,I do all the writing and I dont think it would completely replace me.But I could use it for developing images or graphics o

175、r cool headlines,or helping me develop a project plan based off certain criteria.Im still the leader of the ship,but the AI is a tool or a buddy or a direct report that I could use to help me get the work done with higher quality and speed.”Marketing manager,US consumer goods&services companyWork,wo

176、rkforce,workers:Reinvented in the age of generative AI39Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadAs Cisco works to leverage the power of gen AI,the company is committing to a culture of transpare

177、ncy.As new use cases are identified,leadership is working directly with people to work through issues such as determining guardrails and ensuring the technology is used in a positive way when identifying new opportunities.Extra effort is going toward helping Ciscos people be the driving force of cha

178、nge,enabled by the technologynot the other way around.Lessons from Leaders:“What were learning together with our employees is that we really need to have this culture of transparency.As a company we are prioritizing sharing with our employees the use cases we are identifying and how we plan to lever

179、age this technology in a positive way.Leaders are going to be at the heart of how we communicate the wins or the challenges;were going be at the heart of ensuring people feel confident to raise their hand.”Francine Katsoudas,Executive Vice President and Chief People,Policy&Purpose Officer,Cisco Work

180、,workforce,workers:Reinvented in the age of generative AI40Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadThe best outcomes are ours to shapeProspects ahead with gen AIContents|Preface|Executive summar

181、y|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects ahead41Work,workforce,workers:Reinvented in the age of generative AIIn the mere weeks between the time when the first draft of this report was writtennot by generative AI,it should be notedand

182、 its publication,countless new developments with the technology have emerged.In contrast,other groundbreaking innovationsfrom the printing press to the internetdidnt proliferate anywhere nearly as fast.No recentand perhaps no othertechnological innovation has transformed so much,including itself,so

183、quickly.Indeed,gen AI took a few hours at most to capture the worlds attention.Gen AIs swift adoption by enterprises and individuals alike underscores its ability to reinvent work,reshape the workforce and prepare people for a future that unfolds in real time.Thats why time is of the essence.Our sha

184、red prospects hinge on evaluating past actions that may limit gen AIs full potential,as well as evaluating the steps we take moving forward.And as we navigate the journey ahead,its critical to build trust and transparency,thereby ensuring that the full potential of gen AI is felt across the economy,

185、businesses and people.Ultimately,the best outcomes are within our power to shape.As leaders,we are lucky if we have one opportunity in our careers to identify a genuine catalyst for monumental change.Gen AI is that opportunity.By leading and learning in new ways,we have the power to lift organizatio

186、ns,people and society,while building the organizational resilience needed to navigate whats next on the horizon.“My advice:I wouldnt do anything incremental.Think big in terms of investing in and elevating peoples potential.While I can talk about using a tool or a system from a generic perspective t

187、hats helping us do things faster,I think,with gen AI,its much more around the true capability shift within human individuals,and how you weave that through how work gets done.”Tracey Franklin,Chief Human Resources Officer,Moderna42Work,workforce,workers:Reinvented in the age of generative AIContents

188、|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects ahead42Acknowledgements Thought Leadership Lead:Laurie HennebornResearch Lead:Gabriela Burlacu,Ph.D.Research&Editorial Team:H.James Wilson,Francis Hintermann,Tomas Cas

189、tagnino,Ph.D.,Nicole DAgostino,Koteswara Ivaturi,Ph.D.,David Kimble,Sebastian Bonals,Ramiro Kossacoff,Ignacio Mamone,Regina Maruca,Laurel Mikalouski,Lydia Pretty,Tal Roded,Luciano Rossi,Abira Sathiyanathan,Julia SegovianoStrategic Lead:Joanne KaufmanThe authors of the report would like to thank the

190、following business leaders and experts for their valuable insights during our interviews and conversations:Tracey Arnish,Vice President and Head of Human Resources,Google CloudTy Breland,Chief Human Resources Officer,Marriott InternationalJosh Bronstein,Head of Global Talent,Bank of AmericaSheri Bro

191、nstein,Chief Human Resources Officer,Bank of AmericaFiona Cicconi,Chief People Officer,GoogleJeanine Carlucci,Global Head of Employee Experience,JP Morgan ChaseTom Dewaele,Global Head of People Experience,Google Kerry Dryburgh,Chief People Officer,bpTracey Franklin,Chief Human Resources Officer,Mode

192、rna Rose Marie Glazer,Executive Vice President and General Counsel,American International Group(AIG)Francine Katsoudas,Executive Vice President and Chief People,Policy and Purpose Officer,CiscoRobin Leopold,Executive Vice President and Head of Human Resources,JP Morgan ChaseWilliam Lewis,Chief Execu

193、tive Officer and Publisher,The Washington PostDonna Morris,Chief People Officer,WalmartChristy Pambianchi,Executive Vice President and Chief Human Resources Officer,IntelSusan Podlogar,Executive Vice President and Chief Human Resources Officer,MetlifeMakoto Umemiya,Deputy President and Senior Execut

194、ive Officer and Group Chief Digital Officer,Mizuho Financial GroupJacqueline Welch,Executive Vice President and Chief Human Resources Officer,The New York TimesLeanne Wood,Chief Human Resources Officer,VodafoneWork,workforce,workers:Reinvented in the age of generative AI43Contents|Preface|Executive

195、summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadResearch methods We modeled three potential scenarios based on different approaches organizations may take to drive adoption of and innovation with gen AI,using economic growth scen

196、arios based on GDP statistics for 22 countries as a baseline.We started by determining how gen AI will transform and unlock productivity on specific work tasks for jobs across 22 countries*through automation and augmentation impacts(please see the next section for additional details).We then used ma

197、chine learning to explore likely job transitions,based on shared characteristics of jobs and history of worker transitions between occupations.We also noted which transitions would likely result in a higher versus lower quality job from a people experience perspective,as defined by publicly availabl

198、e sources aligned to our Net Better Off framework.Next,we explored different scenarios*of how organizations may approach gen AI adoption and innovation,differentiating across three parameters:innovation focus,pace of adoption*,and degree of talent displacement.Finally,we modeled GDP growth(2023-2038

199、)for each of the 22 countries under the three scenarios,allowing us to measure their relative projected economic value and comparing to baseline GDP growth projections sourced from Oxford Economics.*Countries analyzed:United States,China,Japan,Germany,United Kingdom,India,France,Italy,Brazil,Canada,

200、Australia,Spain,Mexico,Saudi Arabia,Argentina,Sweden,Norway,South Africa,Denmark,Colombia,Chile,Finland.*The aggressive scenario was set up to reflect organizations focused entirely on cutting costs through gen AI,adopting the technology quickly(full adoption within 5 years),and displacing talent at

201、 a high rate.Displaced talent would transition to jobs similar to the ones they held(i.e.,roles of equal likelihood for displacement),resulting in increased unemployment.The cautious scenario was set up to reflect organizations focused on automating and augmenting work with gen AI,adopting the techn

202、ology slowly and cautiously to avoid displacing talent(full adoption within the next 15 years),but without a focus on creating people-centric,Net Better Off approaches and organizations.The people-centric scenario was set up to reflect organizations focused on augmenting work with gen AI,while also

203、leveraging automation use cases effectively.As they adopt the technology at a moderate pace(fully within 10 years),talent displacement is ultimately low because effort is placed on creating people-centric,Net Better Off approaches and organizations to support both existing workers whose jobs are cha

204、nging,and new workers displaced due to automation and moving into new roles.*Pace of adoption S-curves were derived using logistic functions,assuming 50%of adoption would happen in half the time of full adoption.Work,workforce,workers:Reinvented in the age of generative AI44Contents|Preface|Executiv

205、e summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadWe uncovered the percent of total working hours impacted by gen AI by analyzing time spent on language-based tasks across occupations and industries in 22 countries.Using Occupati

206、onal Information Network(O*NET),US Dept.of Labor,US Bureau of Labor Statistics and other National Statistical Institutes as sources,we identified work tasks related to language,which were linked to countries and industries by calculating their share in each occupation and the occupations employment

207、level.Tasks with higher potential for automation can be transformed by LLMs with reduced involvement from a human worker.Tasks with higher potential for augmentation are those in which LLMs would need more involvement from human workers.Note:Geographics,occupations and industries with higher proport

208、ions of language tasks relative to total time worked will see greater impact.For instance,due to their high proportion of language tasks,highly impacted occupation groups include:information and communications technology professionals;information and communications technicians;business and administr

209、ation associate professionals;customer-service clerks;and salespeople.The top impacted industries are Capital Markets,Software&Platforms,Banking,Insurance and Communications/Media.We determined gen AIs impact on different groups of people by tracking demographic trends across key occupations with di

210、fferent projected levels of gen AI automation and augmentation.Data from the US Bureau of Labor Statistics,from both the Employment Projections program and the Current Population Survey,as well as Global ISCO 1 level groupings,were leveraged to conduct a nuanced analysis of automation and augmentati

211、on affects on jobs,segmenting by requirements in skill level,education and experience.We followed media sentiment over time to better understand how the discussion around this topic is changing.We analyzed over 300,000 media articles across global sources dating back to January 2022 to capture chang

212、es in media volume and attention surrounding talent and gen AI,especially following the release of ChatGPT and the rise of LLMs.We leveraged semantic text analysis,Natural Language Processing and a predefined taxonomy of key topics to identify trends and insights related to each,along with evolving

213、nuances and sentiment surrounding the broader gen AI topic.Work,workforce,workers:Reinvented in the age of generative AI45Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadWe determined the impact of leav

214、ing workers Net Better Off on their gen AI sentiment and readiness by comparing survey responses of highly supported workers versus those with less support.The levels of support experienced by workers across Net Better Off dimensions were captured through Accentures Change survey(conducted Oct-Nov 2

215、023,with n=5,000 workers)and were aggregated into one“Net Better Off”score.This survey also included a series of questions specific to gen AI adoption,perception and experiences.Responses to these questions were compared among workers in the top quartile and bottom quartile of Net Better Off scores.

216、We tapped into our own experimental approach to gen AI to understand the impact these tools can have on people.We conducted brief internal surveys with Accenture sales professionals prior to,during and at the conclusion of a role-relevant,gen AI-solution testing period.We determined CxO and worker p

217、erceptions of gen AI using a series of global surveys and in-depth interviews.As noted,CxO sentiment and perceptions were captured through Accentures Pulse of Change survey,Waves 10 and 11,and Accentures Total Enterprise Reinvention survey(conducted Sept-Nov 2023,with n=2,425,n=3,450,and n=1,500 CxO

218、s,respectively).In-depth interviews were additionally conducted with n=27 CxOs.Worker sentiment and perceptions were captured through Accentures Change survey(conducted Oct-Nov 2023,with n=5,000 workers).Brief interviews were additionally conducted with n=50 workers.These survey and interview effort

219、s tapped leaders and workers of large organizations($1 billion in annual revenue)headquartered in the following countries:Australia,Brazil,Canada,China,France,Germany,India,Ireland,Italy,Japan,Mexico,Netherlands,Singapore,South Africa,Spain,Sweden,Switzerland,United Kingdom and United States.Organiz

220、ations in the following industries were represented: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

221、Sciences,Natural Resources,Public Service,Retail,Software&Platforms and Utilities.Work,workforce,workers:Reinvented in the age of generative AI46Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadReference

222、s1.Harvard Business Review,“Gen AI will change how we design jobs.Heres how,”Dec 2023.2.Refer to Research Methods.3.Accenture Pulse of Change Wave 10 Survey(Sept 2023):n=2,425 CxOs 4.Accenture Total Enterprise Reinvention Survey(Oct-Nov 2023):n=1,500 CxOs 5.Accenture Change Workforce Survey(Oct-Nov

223、2023):n=5,000 workers 6.Accenture Pulse of Change Wave 10 Survey(Sept 2023):n=2,425 CxOs 7.Accenture Total Enterprise Reinvention Survey(Oct-Nov 2023):n=1,500 CxOs 8.Accenture Change Workforce Survey(Oct-Nov 2023):n=5,000 workers 9.Accenture Pulse of Change Wave 10 Survey(Sept 2023):n=2,425 CxOs 10.

224、Accenture Change Workforce Survey(Oct-Nov 2023):n=5,000 workers 11.Accenture Pulse of Change Wave 10 Survey(Sept 2023):n=2,425 CxOs 12.Accenture Change Workforce Survey(Oct-Nov 2023):n=5,000 workers 13.Accenture Pulse of Change Wave 10 Survey(Sept 2023):n=2,425 CxOs 14.Accenture Total Enterprise Rei

225、nvention Survey(Oct-Nov 2023):n=1,500 CxOs 15.Accenture,“Care to Do Better,”Sept 2020.16.Ibid.17.Accenture Pulse of Change Wave 11 Survey(Oct-Nov 2023):n=3,450 CxOs 18.Accenture Total Enterprise Reinvention Survey(Oct-Nov 2023):n=1,500 CxOs 19.Accenture Pulse of Change Wave 10 Survey(Sept 2023):n=2,

226、425 CxOs 20.Refer to Research Methods.21.Note:Knowledge workers include software developers,engineers,scientists and data analysts,for example.Language-task-based workers include writers,customer-service representatives,lawyers and teachers.22.Refer to Research Methods.23.The White House,“Fact Sheet

227、:President Biden Issues Executive Order on Safe,Secure,and Trustworthy Artificial Intelligence,”Oct 2023.24.East Asia Forum,“The future of AI policy in China,”Sept 2023.25.European Commission,“Proposal for a Regulation laying down harmonized rules on artificial intelligence,”April 2021.26.Accenture

228、Pulse of Change Wave 10 Survey(Sept 2023):n=2,425 CxOs 27.Accenture Total Enterprise Reinvention Survey(Oct-Nov 2023):n=1,500 CxOs28.Accenture Change Workforce Survey(Oct-Nov 2023):n=5,000 workers 29.Refer to Research Methods.30.Accenture Change Workforce Survey(Oct-Nov 2023):n=5,000 workers 31.Acce

229、nture Pulse of Change Wave 10 Survey(Sept 2023):n=2,425 CxOs 32.Accenture Change Workforce Survey(Oct-Nov 2023):n=5,000 workers 33.Refer to Research Methods.34.Accenture Pulse of Change Wave 10 Survey(Sept 2023):n=2,425 CxOs 35.Accenture Pulse of Change survey(Oct-Nov 2023):n=3,450 CxOs 36.Accenture

230、 Total Enterprise Reinvention Survey(Oct-Nov 2023):n=1,500 CxOs 37.Accenture,“The CHRO as a growth executive,”Jan 2023.38.Accenture Total Enterprise Reinvention Survey(Oct-Nov 2023):n=1,500 CxOs39.Ibid.40.Ibid.41.Accenture,“Care to Do Better,”Sept 2020.42.Refer to Research Methods.43.Refer to Resear

231、ch Methods.44.Accenture Total Enterprise Reinvention Survey(Oct-Nov 2023):n=1,500 CxOs45.Ibid.46.Ibid.47.National Bureau of Economic Research,“Artificial Intelligence and the Modern Productivity Paradox:A clash of expectations and statistics,”Nov 2017.48.Accenture Total Enterprise Reinvention Survey

232、(Oct-Nov 2023):n=1,500 CxOs Work,workforce,workers:Reinvented in the age of generative AI47Contents|Preface|Executive summary|The gen AI state of play|Conflicting views erode trust|The trifecta of opportunities|Gen AI GPS|Prospects aheadAbout Accenture Accenture is a leading global professional serv

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