凱捷（Capgemini）：2020 亞太青年人才視角報告（英文版）（32頁）.pdf

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1、1 Insights from our APAC graduate PERSPECTIVES from our Asia Pacific Junior Talents 2 Introduction 3 Luc Francois Salvador Executive Chairman, Capgemini Asia Pacific and Middle East A sense of pride has taken the management team aback reading through the talent displayed by our junior colleagues in

2、this report. It is with pride that Capgemini attracted, retained and grew these diverse profiles and can now give them a tribune to express their thoughts. Aligned to our Capgemini Research Institute key topics of research, I found the angles our colleagues decided to shine lights on very telling. O

3、ur junior colleagues decided to focus their work on (1) the revolutions brought by Artificial Intelligence, (2) the many opportunities offered by Blockchain, (3) what will come next in the area of Digital Customer Experience, (4) what constitute a smart city and (5) how we can sustain our developmen

4、t while promoting a more inclusive business world. Throughout the topics, all contributors in the report have focused on the notion of purpose. It is also interesting to see many drew conclusions from a new normal powered by technology after the COVID19 disruptions. In this report just as in their p

5、rofessional life, the members of the new generation of professionals is focusing its attention, energy, thoughts and talent towards building a better world. Contributors from this report embody the diversity of Capgemini. More than 20 writers from 6 countries around Asia-Pacific and a majority of wo

6、men are represented in this document. Our graduate program team ran an opinion paper contest aiming at gathering insights and thoughts from our junior talent this past year. This program aimed at transcending geographic borders throughout APAC, promote exchange of thoughts and cultural awareness. It

7、 has led to the collection of a lot more content than what we are able to present in this report and I thank all participants to this contest. This report is a curation of some of the most interesting pieces. It may sometimes not always represent Capgemini research findings, but it always brings a f

8、resh perspective and sometime thought-provoking views on the evolution of technology from the people who will build their career through it. What are tech disruptions today will be old tech tomorrow, and this generation, just like other before them will live through the end-to-end transformation of

9、the corporate world, powered by technology and social change. In this context, the diversity of talents, focused on purpose, with rich thoughts and an ability to adapt is Capgemini best asset to lead these transformations. It is for them to define and get the future they want! Get the future you wan

10、t! 4 Contents Introduction 5G section Introduction by Gaurav Modi, Managing Director South East Asia Market Unit 5G will change businesses for the better 5G and its Big Bang impact on the auto industry AI section Introduction by Zhao jing Yuan, VP, AI you have limited ventilators and medication, put

11、ting physicians in moral distress as they prioritize one patient over another. A consultant comes to your door with a recommendation. “Would you consider our latest strategic offering, AI Doctor?” she says. “Artificial intelligence has progressed in ways you never could have imagined. Our AI Doctor

12、ingests patient data such as X-ray images and listens to patients symptoms to make diagnoses. It makes all the hard choices who gets intensive care, who receives the ventilators etc., so your doctors dont have to. It also never gets tired! While your doctors are taking their days off, AI Doctor woul

13、d happily stay in charge, 24/7, 365 days a year.” You think this is a brilliant idea and call the procurement team right away. As you enthusiastically share AI Doctors functionalities with the team, they appear to be somewhat doubtful. “As you know,” the team leader explains, “our hospital has been

14、sued quite a few times over medical malpractice, some attributed to human negligence, others to machine failure. If the AI makes decisions that are challenged in court, who should be held accountable for the legal consequences?” Even with your rudimentary legal knowledge, you admit this is a challen

15、ge. How can we set up a mechanism to deal with AIs ethical mistakes, when regulators are having a hard time catching up with the technological developments? One way to think of it is that an AI agent shall not constitute a human being. Yet, the AI Doctor product could be originated from a tech firm,

16、 implemented by a system integrator, managed by a hospital, with its training datasets coming from numerous practitioners. The line of accountability remains unclear. Another solution, of course, is to treat the AI agent as a human ensuring that it enjoy legal rights we do. But that implies you losi

17、ng control over AI Doctor. For instance, if it starts making mistakes you cannot reboot it, since that might constitute murder. As the manager of this hospital, simply thinking of it sends shivers down your spine. While you are still contemplating the first challenge, the procurement lead comes up w

18、ith another one. “Look, even if we do have a mechanism to deal with AI Doctors mistakes, we still need a mechanism to prevent one. How can we ensure that it is up to par on medical professionalism to make ethical judgments? It doesnt have to pass the board, after all,” he exclaims. You unwillingly a

19、gree. Biases in AI are not uncommon, and as a leisure technology enthusiast, you know it might originate from two sources datasets and algorithms. On datasets, scholars have already warned the medical AI community on how the current lack of diversity in genomic data, as well as undertreatment of cer

20、tain racial groups are fed into medical AIs as training data, affecting their performance. On algorithms, powerful neural networks are often used for complex applications such as medical AIs. However, compared to traditional algorithms such as decision trees, they are more opaque in nature and more

21、difficult to explain. These “algorithm black boxes” make AI Doctors behavior more unpredictable, and less trustworthy in an industry where human lives are at stake. As the debate continues, you look out into the hallway, where the patients are struggling and the doctors are restless. You cannot help

22、 but envision a scenario in which new AI regulations define clear accountability for humans, ethical physician practices are used as training data, and explainable algorithms help humans understand and improve medical AIs things would turn out so much better for both your patients and physicians. Bu

23、t as these grand challenges remain unsolved, at least in the near future, you will still be on your own in this painful struggle. Kevin Cao Capgemini Hong Kong Analyst 10 Decoding artificial intelligence AI is like a magic trick. While the word “artificial intelligence” could make us think that robo

24、ts have their own mind, its technology and application can tell a different story. Sure, AI development involves a lot of computer programming, creating and iterating algorithms, and database building. But up until 2020 at least, AI applications have mostly been designed to complete unwanted tasks r

25、ather than replace peoples jobs (or humanity). In fact, we might just need to learn it right to leverage the most out of AI. Application of AI within business Using one of the real examples applied to Peloton Innovations, an AI Canvas (Figure 1) is developed to improve home security using AI. By com

26、bining historical and real- time data, the model is designed to predict, judge, act, and evaluate tasks based on the clients needs. Ideally, clarifying these critical factors within the process of implementing AI into home security would either reduce the businesss costs or enhance performance. With

27、 its increasingly accurate and high-fidelity predictions, it will be able to predict home intruder before they even enter. However, greater potential may also mean greater risks. As Gartner predicted, 80% of AI projects through 2020 will remain alchemy, and frontline workers will find it difficult a

28、nd ineffective to implement the “upgrade” as they used to. This is the challenging part for business decision makers, as they will need to have clarity on what AI will contribute, its interactions with human workers, and how it will be used to influence decisions and measure success. They will also

29、have to decide on the types of data input to train, operate, and improve the AI model. It is advised that, “to get started with AI, your challenge is to identify the key decisions in your organization where the outcome hinges on uncertainty.” AI talent AI projects generally involve difficult and com

30、plex decisions, with high involvement of data input and navigation. Fundamentally, this requires a lot of technical experts to maintain and sustain the background running of the technology, but there might be more to it than that. Senior technology leaders have suggested that while computers are out

31、pacing human counterparts in performing repetitive tasks, there are also new portfolios of jobs that are very dependent on humans: junior threat hunter, analytics translator, and conversation designer. Junior threat hunters need clear and concise communication skills to investigate and evaluate unus

32、ual activities and threats on networks. Analytics translators need to synthesize and put data into a particular business context, acting as a bridge between the technical knowledge of data scientists and the operational expertise of managers. Conversation designers, for example, for a chatbot, requi

33、re experts in conversation and personality creation to write scripts that maps out user experiences. As AI-related technology continues to develop, it sure will need a lot more people to work on not only the cognitive aspects, but also talent to work on its humanity-related aspects and enhance its u

34、ser experience, especially when a lack of diversity in AI is a main issue to be tackled. A 2020 AI Talent Report points out that women constitute a mere 15% of Facebooks AI research staff and 10% of Googles, and that only 4% and 2.5% respectively of them are African Americans. Negative effects such

35、as biases and discrepancies towards minorities within programs and systems designed are then likely to be presented and applied. AI in the Future That said we are still at an early stage of AI development. A report from the Capgemini Research Institute shows that only 13% of businesses have successf

36、ully deployed use cases of AI in production and continue to scale more throughout multiple business teams of which retail and life science are leading the scaling race across sectors. The recent economic shutdown due to COVID-19 is expected to affect business performance and suspend investments on A

37、I initiatives. But with risks there also come opportunities. The lockdown has made working from home (WFH) the new norm and increased peoples dependence on shopping online. It will be interesting to see how businesses in the retail sector will continue to leverage AI on capturing gaps in markets and

38、 optimize their presence online. Emily Suet-Ching Lee Capgemini Hong Kong Senior Analyst Figure 1 1. Ajay Agrawal, Joshua Gans, Avi Goldfarb (2018) A Simple Tool to Start Making Decisions with the Help of AI, Harvard Business Publishing, (), pp. 2. Our Top Data and Analytics Predicts for 2019 - Andr

39、ew White, Gartner Blogs 3. Forbes, Council Post: Three AI-powered Jobs For Non-Techies 4. Talent Seer, 2020 AI Talent Report: Current Landscape however; they are more likely to consider a simple one. With AI-powered technology, businesses can provide trouble-free and easy services. Customers always

40、want to have their needs being addressed by businesses. Tayler adds in his interview that in order to improve engagements, brands should bring utility and ever-lasting affiliation to their customer. It is by having the ambition to be useful and meaningful to customers that businesses can enhance the

41、ir engagements. Thanks to AI, businesses can provide their assurance on utility by responding to customers questions instantly. In addition, they can strengthen their affiliation with them by offering personalized experiences. Consequently, some predicts that by 2025 nearly 95 per cent of all custom

42、er engagement channels will be based on AI-enabled technology. AI-Enabled CRM We understand the importance of customer relationship management (CRM) platforms when it comes to engaging with customers. When these CRMs are enabled with AI, businesses can hit those major aspects of modern customer enga

43、gements, from ease and convenience to utility and affiliation. Capgemini Research Institute states that 80% of consumers are willing to pay more for businesses that provide better customer experience. The report also mentions that consumers strongly prefer mixed interactions with both AI and humans.

44、 Customer concerns Indeed, AI has provided businesses with a wide range of options to engage with their customers effectively but should probably not be the automatic go-to solution for businesses. Todays customers are also attached to human interactions and harbor concerns about data privacy. Some

45、customers might not exactly feel close to a business that will only interact with them through robots, and this could lead to frustrations in the resolving of issues since AI always “work by the rule.” If on top of this you add uncertainty regarding the kind of data that gets collected during these

46、interactions, then it leads to customers not being appreciative of this new model. The Capgemini Research Institute survey says that 80% of customers want businesses to show how they use their data and 66% of consumers want to be aware when they are using AI-enabled systems. In conclusion, theres ce

47、rtainly a balance to find there, but with the right approach and state-of-the-art technology, I believe that businesses can not only fulfill evolving expectations, but also generate meaningful and ever-lasting engagements with customers. Faizan Ali Mohammed Capgemini Australia Business Analyst 1. Im

48、pact of AI on CX: AI helps brands build greater customer engagement (Capgemini, 11th July 2019). 2. Powering the Future of the Customer Experience (Microsoft, 8th November 2017). 3. The Secret of Winning Customers Hearts with Artificial Intelligence, (Capgemini, 2018) pg. 7, pg.14. References 13 No

49、wonder many of our junior colleagues have decided to focus on blockchain as the topic for their opinion paper, Distributed Ledgers (DLT e.g. Blockchain) has always been in the news, off late triggered by the pandemic situation. Enterprises are continuously evolving from centralized, to distributed, and ultimately to decentralized busines models to become what we refer as Portable Enterprises. Todays CXO strategy must support the rise of decentralized ecosystems. Rather than being viewed as a standalone technology, the decentralized future should be