This document discusses skills needed for human-AI collaboration. It identifies a "missing middle" of skills required for roles that involve both human and machine work. These middle skills include creativity, complex reasoning, and socio-emotional skills. The document outlines 10 core intelligences needed for human-AI collaboration, including physical, strategic, practical, and interpersonal skills. It argues that developing these skills requires mutual readiness for change from workers and employers, accelerated ability through new learning methods, and shared value in developing skills.
Contemporary issues in human resource managementNikki Waraich
This document discusses several contemporary issues and trends in human resource management. It covers topics like recruitment process outsourcing to staffing companies, downsizing, and the power of people analytics. It describes the benefits and potential pitfalls of using staffing companies. Common approaches to downsizing like natural attrition and early retirement are outlined. The use of people analytics to make smarter hiring decisions and increase retention through data-driven insights is also summarized.
Advancing the Missing Middle Skills for Human-AI Collaborationaccenture
This document discusses skills needed for human-machine collaboration. It identifies 10 core intelligences like physical, strategic, practical, and interpersonal that need development. These intelligences underlie "fusion skills" like lead, create, judge and empathize. The document argues that developing these skills requires mutual readiness for change, accelerated learning using science/technology, and shared value between employers and employees to motivate lifelong learning.
This document discusses talent management strategies used at Amazon. It begins with a definition of talent management as a comprehensive technique that contributes to competitive advantage by focusing on many business aspects through human resource management.
It then explains that to implement a talent management strategy at Amazon, workflows need to be redesigned, new software systems employed to guide workflows, training on systems and workflows, and metrics to monitor progress.
Specific talent management approaches discussed include employee resourcing to develop skills and encourage performance; workforce planning to efficiently grow the workforce through planning; and leadership development to target long-term programs and excellence through senior management strategies.
The document summarizes key discussions from CHRO roundtables on identifying HR priorities for 2023 in India's technology industry. Top priorities identified include balancing work from anywhere models, hiring and retention challenges, building leadership skills, digital transformation of HR, maintaining organizational culture, and improving employee experience. Best practices discussed involve clear communication on work policies, incentives for returning to office, expanding satellite offices, focusing on mental wellbeing, internal mobility programs, leveraging new technologies, and emphasizing non-monetary benefits.
Difference between personnel management and hrm assignmentOZ Assignment help
Difference between Personnel Management HRM Assignment for service industry explains all elements related to HRM, HND provides 100% original Assignment
Contemporary issues in human resource managementNikki Waraich
This document discusses several contemporary issues and trends in human resource management. It covers topics like recruitment process outsourcing to staffing companies, downsizing, and the power of people analytics. It describes the benefits and potential pitfalls of using staffing companies. Common approaches to downsizing like natural attrition and early retirement are outlined. The use of people analytics to make smarter hiring decisions and increase retention through data-driven insights is also summarized.
Advancing the Missing Middle Skills for Human-AI Collaborationaccenture
This document discusses skills needed for human-machine collaboration. It identifies 10 core intelligences like physical, strategic, practical, and interpersonal that need development. These intelligences underlie "fusion skills" like lead, create, judge and empathize. The document argues that developing these skills requires mutual readiness for change, accelerated learning using science/technology, and shared value between employers and employees to motivate lifelong learning.
This document discusses talent management strategies used at Amazon. It begins with a definition of talent management as a comprehensive technique that contributes to competitive advantage by focusing on many business aspects through human resource management.
It then explains that to implement a talent management strategy at Amazon, workflows need to be redesigned, new software systems employed to guide workflows, training on systems and workflows, and metrics to monitor progress.
Specific talent management approaches discussed include employee resourcing to develop skills and encourage performance; workforce planning to efficiently grow the workforce through planning; and leadership development to target long-term programs and excellence through senior management strategies.
The document summarizes key discussions from CHRO roundtables on identifying HR priorities for 2023 in India's technology industry. Top priorities identified include balancing work from anywhere models, hiring and retention challenges, building leadership skills, digital transformation of HR, maintaining organizational culture, and improving employee experience. Best practices discussed involve clear communication on work policies, incentives for returning to office, expanding satellite offices, focusing on mental wellbeing, internal mobility programs, leveraging new technologies, and emphasizing non-monetary benefits.
Difference between personnel management and hrm assignmentOZ Assignment help
Difference between Personnel Management HRM Assignment for service industry explains all elements related to HRM, HND provides 100% original Assignment
This document summarizes recent trends in human resource management. It discusses changes in the labor force including internal and external labor markets. It also describes high performance work systems that aim to increase employee performance through empowerment, skills, and incentives. The document outlines basic HR practices like self-managing teams and training. It then focuses on strategies around quality standards and discusses trends like mergers, downsizing, outsourcing, and expanding into global markets. Finally, it examines technological changes in HR including HRIS systems and e-HRM, as well as changes in employment relationships.
Human resources management and planningSOURABH KUMAR
Human Resource Management, or HRM, is the practice of managing people to achieve better performance. For example, if you hire people into a business, you are looking for people who fit the company culture as they will be happier, stay longer, and be more productive than people who won't fit into the company culture.
How to create more impact with People AnalyticsDavid Green
The document discusses how to create more impact with people analytics. It provides examples of case studies that demonstrate how organizations have quantified the business value of things like candidate experience, employee engagement, and diversity. It also covers nine dimensions of excellence in people analytics and how building data literacy can help HR professionals better use data and analytics. The overall message is that people analytics can provide valuable insights when used to address specific business problems.
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
Harnessing Revolution: Creating The Future Workforceaccenture
The very concept of work is being redefined as different generations enter and exit the workforce amidst a rapidly changing technological landscape that includes wearables, artificial intelligence and analytics. It is the responsibility of every business leader to reskill their people to be relevant in the future workforce and ready to adapt to change. The leaders who make their people a strategic business priority will be the ones who make the greatest gains in growth and innovation. Learn more about how to prepare for the talent needs of tomorrow, today and explore the research of 10,000+ working people across 10 countries at: http://www.accenture.com/HarnessingRevolution
Discover how we are accelerating learning as well as enabling our Accenture professionals to build career equity, to shine and bring passion to the fast-paced, innovative Workday platform
Human resource development in Public Sector pptJyotsna Gupta
This document discusses the role of human resource development (HRD) in the public sector in India. It provides background on the definition of HRD and its importance for organizational growth, developing employee potential, and improving work culture. The document then outlines some major HRD mechanisms like performance appraisal, career planning, training, potential appraisal, rewards, and welfare programs. It also discusses some issues in public sector HRD and how the field has evolved from the 1970s-1980s to the present day.
The document discusses evidence from surveys of employees and employers on talent management practices. It then summarizes different HR systems or "bundles" of practices found in steel production lines and their relationship to productivity outcomes. The most innovative system with careful selection, training, compensation and involvement practices had the highest productivity. The document suggests that successfully leading change to adopt more innovative HR systems can provide competitive advantages through increased productivity and quality.
HR Analytics: New approaches, higher returns on human capital investmentShanmukha S. Potti
As global economic and political conditions continue to concern business leaders, their attention turns to the various levers that can foster success in uncertain times by looking for competitive insights to the massive data they can now capture. But to date, HR departments have lagged behind the efforts of Marketing, IT, CRM and other functions. The purpose of this paper is to show how business function leaders can start mining data to measure and improve HR's contributions to business performance.
ERP systems integrate various business modules and processes through a common database. Key ERP modules include production planning, purchasing, inventory control, sales, marketing, finance, and human resources. ERP aims to optimize business operations by allowing different departments to share information and collaborate more efficiently.
In this presentation, i am present how HRM changes with business environment and taken some important aspects - Recruitment, training, compensation, performance appraisal & organisational communication, tell how they are transform from past to future.......
Knowledge management (KM) involves systematically creating, capturing, sharing, and analyzing an organization's knowledge to directly improve performance. KM aims to get the right information to the right people at the right time through tools and processes that identify, create, distribute, and enable the adoption of insights and experiences. The goal of KM is to improve innovation, sharing of lessons learned, and competitive advantage through continuous organizational improvement and management of knowledge as a strategic asset.
Human resource planning (HRP) is the first component of human resource management strategy and involves anticipating future HR requirements based on present capabilities and environmental factors. HRP focuses on achieving strategic fit between HR and business strategy through internal alignment of HR practices and external alignment with business objectives. The goals of HRP are to ensure the organization has the right employees with the right skills at the right time and place, and to provide direction for all HR activities. HRP involves forecasting future demand and supply of employees using both quantitative and qualitative methods, then balancing supply and demand.
The document discusses the 4th Industrial Revolution and its impact on work. It notes that the 4th Industrial Revolution is driven by technological, geopolitical, demographic, and socio-economic disruptive forces that will significantly impact the future world of work through automation and other changes. HR and payroll professionals need to understand how these disruptions could change their organization's business model and make strategic contributions to managing the effects, as the impacts will be both opportunities and threats if not addressed appropriately.
The document discusses human resource management and human resource development. It defines HRM and HRD, compares their functions, and outlines the scope, objectives, roles and challenges of HRM in India. Key topics covered include strategic HRM, HRM policies, the roles of HR managers, and the differences between HRM and HRD.
The document discusses the differences between leadership and management. Managers focus on maintaining the status quo through tasks like planning and budgeting, while leaders challenge the status quo by creating visions for change and empowering followers. The document also examines various theories of leadership, including trait, behavioral, contingency, and transformational theories. It explores how leadership styles may differ based on the situation and discusses topics like charismatic leadership, self-leadership, and whether men and women lead differently.
Human resource-planning-concept-and-need-factors-affecting-hrp-hrp-process-l-...psmunish
The document discusses human resource planning, including its meaning, objectives, importance, factors affecting it, and process. Some key points:
- HRP is the process of determining how to meet future human resource needs by having the right people in the right jobs at the right time.
- Objectives include ensuring optimal HR use, forecasting future needs, and assessing surpluses and shortages.
- Factors like organizational strategy, growth, environment, and jobs impact HRP.
- The HRP process involves forecasting HR needs and supply, programming actions, implementation, and evaluation.
Matt Alder shares the lessons he has learned from a career surfing the wave of digital disruption and gives his view on the roles HR should play in Digital Transformation. For presentation audio please go to http://rfpodcast.com/2017/01/ep-76-hr-and-digital-transformation/
Great report from Accenture. AI and ML are shaping human capabilities to ensure a better human/machine collaboration. This is how CEOs and CIOs should look at talent to take fully advantage of the new technologies.
Talent Intelligence: Unlocking People Data to Redefine How Humans Need to WorkCognizant
With the influx of intelligent machines, conventional work models are shifting. Using insights from workforce intelligence, businesses can redefine the employee experience while also driving collaboration, innovation and success across the enterprise.
This document summarizes recent trends in human resource management. It discusses changes in the labor force including internal and external labor markets. It also describes high performance work systems that aim to increase employee performance through empowerment, skills, and incentives. The document outlines basic HR practices like self-managing teams and training. It then focuses on strategies around quality standards and discusses trends like mergers, downsizing, outsourcing, and expanding into global markets. Finally, it examines technological changes in HR including HRIS systems and e-HRM, as well as changes in employment relationships.
Human resources management and planningSOURABH KUMAR
Human Resource Management, or HRM, is the practice of managing people to achieve better performance. For example, if you hire people into a business, you are looking for people who fit the company culture as they will be happier, stay longer, and be more productive than people who won't fit into the company culture.
How to create more impact with People AnalyticsDavid Green
The document discusses how to create more impact with people analytics. It provides examples of case studies that demonstrate how organizations have quantified the business value of things like candidate experience, employee engagement, and diversity. It also covers nine dimensions of excellence in people analytics and how building data literacy can help HR professionals better use data and analytics. The overall message is that people analytics can provide valuable insights when used to address specific business problems.
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
Harnessing Revolution: Creating The Future Workforceaccenture
The very concept of work is being redefined as different generations enter and exit the workforce amidst a rapidly changing technological landscape that includes wearables, artificial intelligence and analytics. It is the responsibility of every business leader to reskill their people to be relevant in the future workforce and ready to adapt to change. The leaders who make their people a strategic business priority will be the ones who make the greatest gains in growth and innovation. Learn more about how to prepare for the talent needs of tomorrow, today and explore the research of 10,000+ working people across 10 countries at: http://www.accenture.com/HarnessingRevolution
Discover how we are accelerating learning as well as enabling our Accenture professionals to build career equity, to shine and bring passion to the fast-paced, innovative Workday platform
Human resource development in Public Sector pptJyotsna Gupta
This document discusses the role of human resource development (HRD) in the public sector in India. It provides background on the definition of HRD and its importance for organizational growth, developing employee potential, and improving work culture. The document then outlines some major HRD mechanisms like performance appraisal, career planning, training, potential appraisal, rewards, and welfare programs. It also discusses some issues in public sector HRD and how the field has evolved from the 1970s-1980s to the present day.
The document discusses evidence from surveys of employees and employers on talent management practices. It then summarizes different HR systems or "bundles" of practices found in steel production lines and their relationship to productivity outcomes. The most innovative system with careful selection, training, compensation and involvement practices had the highest productivity. The document suggests that successfully leading change to adopt more innovative HR systems can provide competitive advantages through increased productivity and quality.
HR Analytics: New approaches, higher returns on human capital investmentShanmukha S. Potti
As global economic and political conditions continue to concern business leaders, their attention turns to the various levers that can foster success in uncertain times by looking for competitive insights to the massive data they can now capture. But to date, HR departments have lagged behind the efforts of Marketing, IT, CRM and other functions. The purpose of this paper is to show how business function leaders can start mining data to measure and improve HR's contributions to business performance.
ERP systems integrate various business modules and processes through a common database. Key ERP modules include production planning, purchasing, inventory control, sales, marketing, finance, and human resources. ERP aims to optimize business operations by allowing different departments to share information and collaborate more efficiently.
In this presentation, i am present how HRM changes with business environment and taken some important aspects - Recruitment, training, compensation, performance appraisal & organisational communication, tell how they are transform from past to future.......
Knowledge management (KM) involves systematically creating, capturing, sharing, and analyzing an organization's knowledge to directly improve performance. KM aims to get the right information to the right people at the right time through tools and processes that identify, create, distribute, and enable the adoption of insights and experiences. The goal of KM is to improve innovation, sharing of lessons learned, and competitive advantage through continuous organizational improvement and management of knowledge as a strategic asset.
Human resource planning (HRP) is the first component of human resource management strategy and involves anticipating future HR requirements based on present capabilities and environmental factors. HRP focuses on achieving strategic fit between HR and business strategy through internal alignment of HR practices and external alignment with business objectives. The goals of HRP are to ensure the organization has the right employees with the right skills at the right time and place, and to provide direction for all HR activities. HRP involves forecasting future demand and supply of employees using both quantitative and qualitative methods, then balancing supply and demand.
The document discusses the 4th Industrial Revolution and its impact on work. It notes that the 4th Industrial Revolution is driven by technological, geopolitical, demographic, and socio-economic disruptive forces that will significantly impact the future world of work through automation and other changes. HR and payroll professionals need to understand how these disruptions could change their organization's business model and make strategic contributions to managing the effects, as the impacts will be both opportunities and threats if not addressed appropriately.
The document discusses human resource management and human resource development. It defines HRM and HRD, compares their functions, and outlines the scope, objectives, roles and challenges of HRM in India. Key topics covered include strategic HRM, HRM policies, the roles of HR managers, and the differences between HRM and HRD.
The document discusses the differences between leadership and management. Managers focus on maintaining the status quo through tasks like planning and budgeting, while leaders challenge the status quo by creating visions for change and empowering followers. The document also examines various theories of leadership, including trait, behavioral, contingency, and transformational theories. It explores how leadership styles may differ based on the situation and discusses topics like charismatic leadership, self-leadership, and whether men and women lead differently.
Human resource-planning-concept-and-need-factors-affecting-hrp-hrp-process-l-...psmunish
The document discusses human resource planning, including its meaning, objectives, importance, factors affecting it, and process. Some key points:
- HRP is the process of determining how to meet future human resource needs by having the right people in the right jobs at the right time.
- Objectives include ensuring optimal HR use, forecasting future needs, and assessing surpluses and shortages.
- Factors like organizational strategy, growth, environment, and jobs impact HRP.
- The HRP process involves forecasting HR needs and supply, programming actions, implementation, and evaluation.
Matt Alder shares the lessons he has learned from a career surfing the wave of digital disruption and gives his view on the roles HR should play in Digital Transformation. For presentation audio please go to http://rfpodcast.com/2017/01/ep-76-hr-and-digital-transformation/
Great report from Accenture. AI and ML are shaping human capabilities to ensure a better human/machine collaboration. This is how CEOs and CIOs should look at talent to take fully advantage of the new technologies.
Talent Intelligence: Unlocking People Data to Redefine How Humans Need to WorkCognizant
With the influx of intelligent machines, conventional work models are shifting. Using insights from workforce intelligence, businesses can redefine the employee experience while also driving collaboration, innovation and success across the enterprise.
This presentation provides insights about HR skills of future and how these skills can be used in order to achieve individual and organizational goals.
Dr. Shivananda (Shivoo) R Koteshwar is the Design Group Digital Implementation Site Leader and R&D Head at Synopsys India. He provides his LinkedIn, Facebook, and SlideShare profiles. The document then discusses technical skills, human skills, and conceptual skills. It provides examples of each type of skill. The rest of the document appears to be a presentation or report covering topics like the impact of AI on jobs, skills needed for the future, examples of emerging technologies, and examples of creativity tools.
The FIRM & IBM event THE FUTURE OF WORK IS HERE: Is the people function 'fit ...Emma Mirrington
This presentation will look at what you need to consider in order to ensure that the Resourcing/HR function can deliver the talent-based solutions both today and in the future. Key points will include:
• A brief overview of the Future of Work trends being seen in 2017
• What challenges will this create from business leaders and the workforce in our organisations?
• What does this mean for the Future of HR (technology adoption, new talent practices, new ways of acquiring talent etc.)?
Human Resources Trending into the Futuressuserf375de1
The document discusses several trends shaping the future of HR based on research from various organizations. It identifies challenges for HR professionals over the next 10-20 years, including adapting to a changing workforce, understanding varied worker qualifications, engaging employees, aligning technology strategies, managing global risks, and balancing worker and workplace expectations. Emerging skills like strategic management, talent management, change management, and workforce planning are seen as critical for HR. The use of games and gamification in HR functions to attract, engage and retain employees is also mentioned.
Globalization, generational shifts, new attitudes towards work and the consumerization of IT are driving business leaders to reconsider the best ways to recruit, train and manage their precious talent. These changes in the way people work are an opportunity to put employees at the center of the business strategy, create a destination for employee collaboration and mobilize talent to deliver bottom-line results. To create a work environment where employees are encouraged and given the resources to learn, share, be engaged in their work and perform at their very best.
A leaders' perspective on talent and culture in the idea economyBen Ponne
We are in the midst of the largest generational shift in human history. At the same time global trends start to disrupt talent management and culture in organisations. This will have a tremendous impact on how organisations will look like in the future.
There's a buzz about the future of work and what it means for individuals, leaders and organisations. In this pack we present our ideas about 3 dynamic forces – social, technology and economic change. We look at the implications for career management and present PlanDo, the market leading DIY career management platform that equips you to achieve, grow and contribute everyday.
1. The document discusses Human Resource Information Systems (HRIS) and their purposes and functions within organizations.
2. An HRIS is a systematic way to store employee data and information to aid in planning, decision making, and reporting. It combines HR processes with information technology.
3. The document provides examples of HRIS software systems and their key functions like payroll management, performance evaluation, recruitment, and leave and attendance tracking.
The document discusses managing human resources in the 21st century. It covers several key topics:
1. The changing role of human resources, which includes strong HR leadership, a future orientation, flexibility and creativity, and delivering value.
2. Major influencing factors on HR in the 21st century, such as workforce size, employee expectations, workforce composition, and environmental challenges.
3. Emerging HR practices like human capital management, the importance of knowledge management, intellectual capital, and organizational learning capabilities.
Short overview of global HR trends presented by Deloitte University Press in March 2016. Future is here, you just need to learn how to work in it and be successful.
How cognitive computing is transforming HR and the employee experienceRichard McColl
As a co-sponsor of a recently published IBM Institute of Business Value (IBV) I was pleased to see the insights support our own IBM HR strategy of aligning cognitive solutions to cloud platforms to create fantastic experiences for our IBM'ers.
The FIRM & IBM Event : How cognitive computing is transforming hr and the emp...Emma Mirrington
Cognitive computing can help transform key areas of HR by improving decision making and expanding human expertise. A study found that CEOs and CHROs believe cognitive solutions can address talent challenges, but many are uncertain how to apply them. Research also found that employees are willing to receive guidance from cognitive systems in certain situations, such as for complex or frequent problems. Three key areas that are well-suited for cognitive solutions are talent acquisition and onboarding, talent development, and HR operations. Cognitive systems can help improve matching candidates to jobs, providing personalized learning recommendations, and enabling more efficient HR services.
The history of human resource management (HRM) dates back to prehistoric times when tribes organized and selected leaders. Formal HRM practices emerged in the 18th century and grew with the rise of large corporations in the 20th century. Today, HRM faces new challenges like globalization, talent shortages, and changing workforce demographics. Emerging trends include the need for HR professionals to act as strategic partners, the use of technology in talent acquisition and employee engagement, and ensuring diversity and work-life balance. The future of HRM involves cultivating an organizational culture that embraces these trends and positions HR as a change agent focused on people development.
1) The document discusses how Enterprise Social solutions like Yammer, SharePoint, and Office 365 can help HR optimize human capital management by engaging employees, improving internal collaboration, and enabling training and development.
2) It describes how these tools allow employees to connect, communicate, and work together seamlessly across the organization.
3) The document argues that Enterprise Social empowers HR to focus on enabling employee success, building an innovative culture, and attracting and retaining top talent.
Km assignment knowledge engineer vs knowledg worker slightly editedfikir getachew
1) Knowledge workers include professionals like scientists, educators, designers, and others who work primarily with information and ideas rather than physical objects.
2) A knowledge worker is defined as someone whose main capital is knowledge and who must employ convergent, divergent, and creative thinking in their work solving non-routine problems.
3) Knowledge workers bring benefits to organizations like analyzing data, assessing priorities, identifying trends, making connections, and understanding cause and effect.
Similar to Advancing the Missing Middle Skills for Human-AI Collaboration (20)
The Industrialist: Trends & Innovations - January 2024accenture
The document discusses several innovations in the industrial sector, including an industrial language model from SymphonyAI to accelerate decision making, Valmet Automotive's metaverse collaboration pilot project, FORVIA's haptic seat technology called VIBE, Magna International's 100% recyclable vehicle seating made from a single material, and progress on the ATLAS-L4 project developing autonomous trucks in Germany.
The Industrialist: Trends & Innovations - September 2023accenture
The document provides an overview of recent innovations in industry, including:
- Volkswagen's new dry-coating process for battery cell production that reduces energy usage and costs by 30% and 15% respectively.
- Projects by Trane Technologies to improve industrial heat pump efficiency and enable electrification of high-temperature industrial processes.
- Michelin's development of an airless tire being tested by French postal service to increase sustainability and reduce waste.
The Industrialist: Trends & Innovations - July 2023accenture
Koenig & Bauer and SEE are collaborating to develop new digital packaging design technology and equipment by combining Koenig & Bauer's printing presses with SEE's software and hardware solutions. Valmet is using Telia's private mobile network to support the development of new industrial internet capabilities for its factories. Forsee Power has launched a new ultra-high energy density battery, the ZEN LITE, for heavy electric vehicles like trucks and buses. 3M and Svante have entered an agreement to jointly develop direct air capture products to remove carbon dioxide from industry.
Engineering Services: con gli ingegneri per creare valore sostenibileaccenture
Collaboriamo con gli ingegneri di aziende capital intensive per combinare tecnologie innovative con un approccio pragmatico che aiuti a raggiungere risultati aziendali migliori.
The Industrialist: Trends & Innovations - June 2023accenture
Wärtsilä has developed a solution called Fit4Power that can reduce the size of two-stroke ship engine cylinders by 25% while improving efficiency and helping vessels comply with emissions regulations. Toyota, Denso, and Electreon are collaborating to develop and standardize wireless electric vehicle charging technology. Cummins and Editron plan to co-develop a single hybrid marine solution to reduce emissions in the shipping industry by up to 100% depending on use. Hyundai Mobis has unveiled an electric vehicle system that installs drive motors directly in wheel hubs.
The Industrialist: Trends & Innovations - March 2023accenture
Hankook Tire has developed a metal 3D printing technique to restore damaged titanium alloy blades used in tire production, saving costs and reducing carbon emissions. Hyundai Mobis and Ottopia are developing a remote assistance platform to help commercialize autonomous vehicles across industries. MISC, ANDRITZ, Mitsui & Co and Samsung Heavy Industries will explore carbon capture and storage solutions for the maritime industry.
Nonprofit reinvention in a time of unprecedented changeaccenture
Nonprofits face increasing pressures from rising demand, diversified revenue needs, rapid technology changes, and evolving constituent expectations. To address these challenges, leading nonprofits are transforming their strategies, improving constituent engagement, empowering their workforce, and leveraging data and analytics. The document discusses how organizations are reimagining their missions, digital experiences, people strategies, and use of insights to strengthen performance and impact.
The document celebrates International Women's Day and honors the generations of women in South Africa who struggled for progress. It also celebrates the strength and resilience of every woman who has contributed to the country. The author expresses gratitude for working at an organization that empowers women to strive for gender equality, inclusion and diversity, and values her rights and well-being.
The Industrialist: Trends & Innovations - February 2023accenture
The document provides an overview of recent innovations in industrial technology, including Hyundai Mobis' development of gesture control for vehicle infotainment displays, Bosch and IBM's partnership to advance material science using quantum computing, Valmet's intelligent and sustainable valve controller, and Hyundai E&C's quadruped robot for construction site monitoring. It also summarizes projects from companies like ICON, ExxonMobil, Caterpillar, and PORR that are developing more sustainable technologies and materials for applications in industries like construction, mining, and carbon capture.
Mundo gamer e a oportunidade de entrada pela abordagem do movimentoaccenture
O documento discute a relação entre jogos eletrônicos e atividades físicas, analisando o mercado de games, a evolução histórica da inclusão de movimentos nos jogos e os perfis de jogadores brasileiros. Ele apresenta mapeamentos de stakeholders no mercado de games e sua relação com jogadores, além de insights sobre hábitos de exercício e preferências de marcas entre gamers.
The Industrialist: Trends & Innovations - January 2023accenture
1) Siemens and Desktop Metal are partnering to accelerate additive manufacturing and promote it as a more sustainable solution through technologies like binder jet 3D printing and integrating their technologies.
2) Coherent has launched a new machine vision system called HIGHvision to improve the efficiency of laser welding for electric vehicle batteries and motors.
3) NTT DATA and DENSO are developing an industry-wide ecosystem for electric vehicle batteries to securely share data between suppliers to meet regulations around emissions and recycling.
5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
It is with great pleasure that we extend to you an invitation to the 5th Power Grid Model Meet-up, scheduled for 6th June 2024. This event will adopt a hybrid format, allowing participants to join us either through an online Mircosoft Teams session or in person at TU/e located at Den Dolech 2, Eindhoven, Netherlands. The meet-up will be hosted by Eindhoven University of Technology (TU/e), a research university specializing in engineering science & technology.
Power Grid Model
The global energy transition is placing new and unprecedented demands on Distribution System Operators (DSOs). Alongside upgrades to grid capacity, processes such as digitization, capacity optimization, and congestion management are becoming vital for delivering reliable services.
Power Grid Model is an open source project from Linux Foundation Energy and provides a calculation engine that is increasingly essential for DSOs. It offers a standards-based foundation enabling real-time power systems analysis, simulations of electrical power grids, and sophisticated what-if analysis. In addition, it enables in-depth studies and analysis of the electrical power grid’s behavior and performance. This comprehensive model incorporates essential factors such as power generation capacity, electrical losses, voltage levels, power flows, and system stability.
Power Grid Model is currently being applied in a wide variety of use cases, including grid planning, expansion, reliability, and congestion studies. It can also help in analyzing the impact of renewable energy integration, assessing the effects of disturbances or faults, and developing strategies for grid control and optimization.
What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
-Insightful presentations covering two practical applications of the Power Grid Model.
-An update on the latest advancements in Power Grid -Model technology during the first and second quarters of 2024.
-An interactive brainstorming session to discuss and propose new feature requests.
-An opportunity to connect with fellow Power Grid Model enthusiasts and users.
Digital Marketing Trends in 2024 | Guide for Staying AheadWask
https://www.wask.co/ebooks/digital-marketing-trends-in-2024
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2. ADVANCING MISSING MIDDLE SKILLS FOR HUMAN–AI COLLABORATION2
THEMISSING
MIDDLEDEFINED
In the age of intelligent
technologies, the majority of
jobs will require humans to
work with machines to create
new forms of value.
HUMAN-ONLY
ACTIVITY
MACHINE-ONLY
ACTIVITY
HUMANS
COMPLEMENT
MACHINES
AI GIVES
HUMANS
SUPERPOWERS
HUMAN & MACHINE
HYBRID ACTIVITIES
THE MISSING MIDDLE
3. ADVANCING MISSING MIDDLE SKILLS FOR HUMAN–AI COLLABORATION 3
HUMANSKILLS
ARESURGING
As economic value
advances, there’s a shift in
importance of human skills
from brawn to brain to
heart to brain.
PRE-INDUSTRIAL
Machine-like
humans
Resource Ingenuity
• Creative use of natural resources
• Managing materials and manual labor
• Physical strength, stamina, body
equilibrium abilities
INDUSTRIAL ERA
Machine automation aids
humans
Operations Management
• Creativity of product and process
design
• Managing operations, personnel,
finances
• Communication, coordination and
organization skills
INFORMATION ERA
Machine data informs
humans
Knowledge Management
• Creativity of service design and
delivery
• Managing data, information
• Analytical reasoning and STEM
(science, technology, engineering,
math) or technical skills
EXPERIENCE ERA
Machine intelligence amplifies
humans
Collaborative Intelligence
• Unconstrained creativity of
Human+Machine
• Managing hyper-relevant experiences
• Socio-emotional intelligence and HEAT
(humanities, engineering, arts,
technology) or multidisciplinary skills
1760s
1970s
2010s
Source: Accenture Research
4. ADVANCING MISSING MIDDLE SKILLS FOR HUMAN–AI COLLABORATION4
The importance of creativity, complex reasoning and social-emotional intelligence is rising. Specifically,
more than half of U.S. jobs need higher-level creativity, more than 45% require more complex reasoning,
and nearly one-third need more socio-emotional skills than in the past.
Change in the importance of skill type in U.S. from 2004 to 2016
(100% = 151M jobs in U.S. as of 2016)
Source: Accenture Research analysis of O*NET database
44%
56%
6%
47%
47%
21%
44%
36%
64%
33%
67%
33% 33% 33%
9%
58%
53%
14%
53%
41%
14%
86%
86% 100% 100%
Less important Equally important More important
3%
6% 14%
6. ADVANCING MISSING MIDDLE SKILLS FOR HUMAN–AI COLLABORATION6
Accenture identified 10 core intelligences that we all have but that need to be developed further,
based on analysis of extensive academic research in the field.
Intelligence Accenture description adapted from academic literature Academic literature reference
Physical/sensory Physical movement, coordination, flexibility and sensory perception Howard Gardner (1983)
Embodied or extended cognition Ability to internalize technologies and objects in human thought
Andy Clark and David Chalmers (1998), Weisberg
and Newcombe, Dror and Harnard
Strategic
Foresight, visioning, systems thinking, critical thinking, partnering, motivating and
empowering others
Michael Maccoby, Oxford and Harvard Business
Press (2001, 2007)
Practical Ability to use existing knowledge and skills to find solutions and achieve goals Robert Sternberg’s triarchic theory (1997)
Analytical
Ability to analyze, critique, judge, compare, evaluate, assess, including
logical mathematical intelligence
Robert Sternberg’s triarchic theory (1997)
Creative Ability to use knowledge and skills to create, invent, discover, imagine, suppose, predict Robert Sternberg’s triarchic theory (1997)
Interpersonal
Capacity to detect and respond appropriately to feelings, motivations and
desires of others; cooperation and communication ability
Howard Gardner (1983), Harvard University (1999)
Intrapersonal
Capacity to be self-aware and aware of inner feelings, values, beliefs and thinking
processes; understanding of collective intelligence or intuition
Howard Gardner (1983), Gerd Gigerenzer, Max
Planck Institute for Human Development (2011)
Moral
Capacity to understand right from wrong; empathy, compassion, conscience, self-control,
respect, kindness, tolerance, fairness
Michele Borba (2001), Doug Lennick-Fred Kiel
(2005), Beheshtifar, Esmaeli, Moghadam (2011)
Growth mindset
Adaptability and a love of learning; belief that effort or training can change one’s qualities
and traits
Carol Dweck (2000), Stajkovic and others (2015)
8. ADVANCING MISSING MIDDLE SKILLS FOR HUMAN–AI COLLABORATION8
In the age of human-machine collaboration, these core intelligences will be critical to the future
workforce. We have mapped them to the Fusion Skills required to work with intelligent machines.
The map helps guide business leaders to direct training efforts and form teams.
Core intelligences underlining human-only and missing middle roles
Core Intelligences
Fusion Skills
Human-
only
activity
Lead
Create
Judge
Empathize
Humans
manage
machines
Re-humanizing Time
Responsible Normalizing
Judgment Integration
Machines
augment
humans
Intelligent Interrogation
Bot-based Empowerment
Holistic Melding
Humans manage machines+
Machines augment humans
Dominant Basic
Source: Accenture Research deconstruction of fusion skills described in “Human+Machine” book authored by Paul R.Daugherty and James H. Wilson.
Interpersonal
9. ADVANCING MISSING MIDDLE SKILLS FOR HUMAN–AI COLLABORATION 9
DEVELOPINGTHESESKILLS
ANDINTELLIGENCESREQUIRES
FINDINGCOMMONGROUND
Today, 61 percent of activities in the
missing middle require employees to
do different things, and to do things
differently. That means reimagining
processes and committing to lifelong
learning.
But workers and business leaders have
very different perceptions of addressing
the skills gap:
· Business leaders, on average, believe
only about 1/4 of their workforce is
prepared to work with AI and machines.
· 67 percent of workers say they must
develop their own skills to work with
intelligent machines. Ranging from nearly
half of those doing lower-skilled work to
68% of those doing higher-skilled work.
· Many workers feel their companies
should do more to help.
10. ADVANCING MISSING MIDDLE SKILLS FOR HUMAN–AI COLLABORATION 10
Source: Interview survey of executives in Accenture and Aspen network
When determining the right balance, executives should consider several factors, such as the type of
skills that are needed, whether those skills are in adjacent roles and the urgency of the business need.
Sometimes an outside hire may be the most sensible option.
Readiness
Ability
Value
Change
Openness
Career
Ownership
Skill
Proximity
Skill
Time
Intangible
Value
Tangible Return
on Investment
Reticent about workforce
impact or resistant to
giving support
Evades responsibility for
people development
Has only distant tasks to
offer in new setup
Urgent need of
new skills
Values experience and
diversity of new hires
New hires are lower
overhead or quicker return
Supports people on change
in work within or outside
company
Actively shapes people
development
Makes adjacent tasks
available
Reasonable lead time to
close skill gap
Values intangibles
associated with retained
individual
Views training as a
long-term investment
Employer Employee
Open to change in work
within or outside company
Actively shapes own
career path
Persistent to learn new
adjacent (or remote) skills
Fast learning curve on
new skills
Values intangibles
associated with company
Ready to co-invest time
and resources
Lacks confidence or
concerned by future
workload/pressure
Passively dependent on
employer for career path
Lacks persistence or
aptitude to learn
even adjacent skills
Slow to learn and transition
Otherwise disengaged or
values new experience
outside company
Expects employer to fully
fund skill development
12. ADVANCING MISSING MIDDLE SKILLS FOR HUMAN–AI COLLABORATION 12
Three dimensions are essential to
successfully developing the human
skills and higher-level intelligences
that will enable human-machine
collaboration:
1. Mutual Readiness: Everyone must be ready to
change and invest in training to prepare for a
world of human-machine partnerships.
2. Accelerated Ability: Educators and learners
must call upon scientific techniques and smart
technologies to learn faster, stretch thinking and
tap latent intelligences.
3. Shared Value: Together, employers and
workers must create and maximize the
motivation to learn and adapt.
13. ADVANCING MISSING MIDDLE SKILLS FOR HUMAN–AI COLLABORATION 13
Workers and employers must
realize common aspirations in the
new workplace.
Prepare for change: Implement a
long-term strategy and clearly
communicate to employees well in
advance.
Reimagine work: Start by assessing
tasks needed, then map internal
capabilities to these before
developing new skills needed to
bridge talent gaps.
Use AI to tap potential: AI algorithms
can help identify hidden talents and
transferrable skills, helping to make
the most of existing talent.
MUTUALREADINESS
“Our approach to finding
the right person for the job
is focusing on the potential
of the individual for future
challenges, rather than
existing skills and
capabilities.”—David Gaal,
Nestlé Italy Head of Talent
14. ADVANCING MISSING MIDDLE SKILLS FOR HUMAN–AI COLLABORATION 14
ACCELERATEDABILITY
Accelerated ability — provide
workers with the latest resources
to rapidly enhance human skills.
Use scientific methods: Neuroscience
techniques improve the effectiveness
of learning, especially for more
experienced workers.
Use smart technologies: Virtual reality
(VR) and augmented reality (AR) can
improve levels of immersion, enable
people to experience real situations
and reduce the cost of training.
Teach each other: Encourage
employees to foster new skills through
peer-to-peer learning. This includes
teaching, mentoring or helping to
design learning materials.
“If designed well, AI can make
work itself a growth experience
—projects that offer life-
building knowledge and
support of the individual’s
all-around development.”—
Vivienne Ming, neuroscientist
and co-founder of Socos Lab
15. ADVANCING MISSING MIDDLE SKILLS FOR HUMAN–AI COLLABORATION 15
SHAREDVALUE
Shared value — create a culture that
values education and lifelong
learning.
Create a sense of well-being about
change: Give people time to adapt and
prepare for new forms of work,
recognizing individual needs.
Co-found learning: Enable people to
pursue their choice of skills development
by subsidizing training programs with
external stakeholders.
Encourage lifelong learning: Track
performance outcomes and levels of
engagement. Combine skills training with
support to navigate new career pathways.
“Ultimately, we will need to
reskill existing employees
as there will soon be a huge
imbalance in supply and
demand. We also have a moral
obligation to train the future
workforce in association with
the broader education
system.”—Kees van der
Vleuten, former Global
Transformation Director, VEON
16. We all need to be ready to change, call
upon scientific techniques and smart
technologies to accelerate learning and
optimize our capacities and embrace a
lifelong learning mindset.
· To make the most effective use of AI, workers need to
develop different, deeper skill sets.
· Leaders are responsible for cultivating the right mindset
and seizing opportunities to train workers.
· Companies must reinvent organizational structures and
processes to allow workers to be part of the process, while
workers must embrace every opportunity to learn—for the
long run.
THEWAY
FORWARD
17. ADVANCING MISSING MIDDLE SKILLS FOR HUMAN–AI COLLABORATION 17
CONTACTINFORMATION
To learn more about how Accenture can help your organization assess its future workforce
needs and adapt future training and reskilling strategies, contact:
Eva Sage-Gavin
Global Managing Director, Talent & Organization, Accenture
eva.sage-gavin@accenture.com
Linkedin: www.linkedin.com/in/evasagegavin
Madhu Vazirani
Thought Leadership Principal Director, Research, Accenture
madhu.vazirani@accenture.com
Linkedin: www.linkedin.com/in/madhu-vazirani-80b7015
Paul Daugherty
Chief Technology & Innovation Officer Technology, Accenture
paul.r.daugherty@accenture.com
Linkedin: www.linkedin.com/in/paul-r-daugherty
Miguel Padro
Senior Program Manager Aspen Institute Business
& Society Program
miguel.padro@accenture.com
Linkedin: www.linkedin.com/in/miguel-padro-824730