Young artificial intelligence workers are a solution to Asia’s production problem: APAC

Even when productivity is still improving, it does not do so Sufficiently to catch up with knees To the leading companies in advanced markets like the United States throughout 2010, a leader throughout Southeast Asia Productivity has grown Less than the global average. (China, in comparison, was able to keep up with.)

“In almost every Asian market, productivity as a scale for GDP is divided into the individual’s gross domestic product is the recession or decline,” says Simon Tate, the head of the Asia Pacific Region on the Day of Working Day. “Every executive official I am talking to feels concerned about productivity,” whether it is due to the aging of the population, the weak public policy, or the rise of work away.

In the past, Asian companies had an easy solution to the productivity problem: only to throw more people in the problem. Cheap workers allowed manufacturers and companies to expand without harming the margins.

But as Asia’s economies increase and larger, the employment of more people is no longer the easy solution. “There are no longer people,” says Tate. “There is no more productivity to gain it just throwing people in the problem.”

Let the youth take over

Executive officials such as TATE often argue that artificial intelligence, especially “Artificial intelligence agent“It can help raise productivity. In theory, these newer forms of artificial intelligence can carry out the tasks of the user independently, and to free the human employee to do more.

Almost all Asian companies say they want to build these new technologies. A survey from February from Acceneure found that nine out of 10 Asian companies are preparing to adopt a form of artificial intelligence in the next three years.

But in reality, putting these models is another question, especially for the older executives who have a little experience in working with artificial intelligence at all, not to mention the agents of artificial intelligence.

TATE notes that Asia’s workplaces will soon be home to five different generations, extending from births to the smallest workers, the so -called Alpha Generation.

“The alpha generation will get a higher degree of digital fluency in the previous four generations combined,” says Tate, adding that today’s human resources officers “are not ready at all” for the stimulating of self -intelligent workers.

About 80 % of the Gen Z workers in Asia and the Pacific who wants to have the latest technology in their workplace, according to a report on the working day. A little more than two thirds of these workers will witness the absence of advanced technology as negative.

But Tate believes that the answer is more than just giving the younger employees to flourish in the office. Asian companies suggest that one step forward, and young generations are treated as a source of experience that affects the need.

“When you look at the formation of the 100 best public companies all over APAC, the positions of the Board of Directors-even the positions of the Consultative Council-are still largely composed of children’s children and general Xers,” he says, with “close to zero” positions that those in their twenties occupy and three years old.

Tate suggests that companies are considering “reverse guidance”, or getting a younger person to train the oldest dust on how to better apply new technologies. In the same way that the founder of the Millennium or Gen-Z from a person of a generation may be greater than to serve as the Director of the Board of Directors, TATE suggests that the established companies are considering appointing a smaller member of society to provide their own experience in technology and business.

“We assume a lie that they are very young and have no good ideas,” he says. “If you put a group of bright and ambitious people in a room and throw a problem on them, they will add value in helping to solve it.”