The document summarizes key chapters from the book "Humans + Machine" which explores how AI is impacting various industries and functions. The chapters discuss: 1) How AI is transforming manufacturing through human-machine collaboration on factory floors. 2) The role of AI in automating back-office functions and processes. 3) How AI can enhance research and innovation. 4) Applications of AI in customer service, sales and marketing. Later chapters cover: 5) How humans can train, explain and sustain AI models to ensure responsible, ethical development. 6) How AI can augment human capabilities and productivity. 7) Steps for executives to reimagine processes with AI. 8) New "fusion skills" needed for

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Van Chau |vvchauit@gmail.com
MIS
HUNAM + MACHINE
Reimagining Work in the Age of AI
Part One : Imagining a Future of Humans + Machines … Today
Part Two: The Missing Middle: Reimagining Processes with AI

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03
04
The Self-Aware Factory Floor: AI in
Production, Supply Chain, and
Distribution
Accounting for Robots: AI in Corporate
Functions
The Ultimate Innovation Machine: AI in
R&D and Business Innovation
Say Hello to Your New Front-Office
Bots: AI in Customer Service, Sales,
and Marketing
Part One
Imagining a Future
of Humans +
Machines … Today

3. Chapter 1: AI in Production, Supply Chain, and Distribution
The authors explore AI in manufacturing and supply chain, in factories
where humans are working in partnership with smaller, more adaptable,
context-aware robots.
They describe how flexible, highly productive human-machine teams “fulfill
customized orders and handle fluctuations in demand.”
This chapter also takes a quick look at the use of AI in unmanned vehicles
and concludes with a brief history of AI.
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4. Chapter 1: AI in Production, Supply Chain, and Distribution (cont.)
o The Arm That Learns, AI in the Factory
o Kindler, Gentler Robots
o Follow the Data
• Reimagined maintenance
• Reimagined product development
• Reimagined operations
AI for Faster Machine Onboarding
AI in the Field—Unmanned Vehicles
o The Warehouse That’s Packed
o Supply Chains That Think
o The Farms That Feed
o The Third Wave in Manufacturing
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5. Chapter 2: Accounting for Robots: AI in Corporate Functions
This chapter focuses on the role of AI in business processes and back-office
operations. Daugherty and Wilson affirm: “AI technology can help filter and
analyze streams of information from a variety of sources and enable the
automation of tedious, repetitive tasks as well as the augmentation of human
skills and expertise.”They describe how flexible, highly productive human-
machine teams “fulfill customized orders and handle fluctuations in demand.”
The authors consider how to determine what processes to change and how
much to change—even to the extent of redefining an entire industry—and
explore reimagining processes around people.
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6. Chapter 2: Accounting for Robots: AI in Corporate Functions (cont.)
o Allowing Humans to Be More Human
o Your Office Robot
o Moving Well Beyond RPA
o How Do You Know Which Processes to Change?
o How Do You Know How Much to Change?
o Redefining an Entire Industry
o Reimagining Processes Around People
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7. Chapter 2: Accounting for Robots: AI in Corporate Functions (cont.)
The constellation of AI technologies and business applications
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8. Chapter 3: The Ultimate Innovation Machine: AI in R&D and Business Innovation
The authors describe “how companies are using AI in research and
development. In each major step of the R&D process—observation,
hypothesis generation, experiment design, and results analysis—AI
technologies can lead to increased efficiencies and markedly improved
outcomes.”
Discuss learning from failure, AI in product and service design, responsible
AI—including ethics as a precursor to discovery—and AI in healthcare and
life sciences
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9. Chapter 3: The Ultimate Innovation Machine: AI in R&D
and Business Innovation (cont.)
o The Augmented Researcher: How Science Works in the Age of AI
 Opportunities in Observation
 The Smart, Automated Hypothesis
 Exploding the Design Space
 Faster Testers
 Personalized Delivery: Theory and Practice
 The R&D Risk Factor
 Smarter R&D with Intelligent Systems
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10. Chapter 4: Say Hello to Your New Front-Office Bots: AI in Customer
Service, Sales, and Marketing
Daugherty and Wilson look at the impacts of machine-learning technologies
on customer service, sales, and marketing.
For example, Amazon’s Alexa, Apple’s Siri, and Microsoft’s Cortana “are
increasingly becoming the digital embodiment of those companies’ well-
known brands.”
AI in retail sales and AI in the sales and marketing process.
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11. Chapter 4: Say Hello to Your New Front-Office Bots: AI in Customer
Service, Sales, and Marketing
o Customer-Aware Shops
o AI for Super Salespeople
o Your Buddy, the Brand
o The Curious Incident of the Disintermediated Brand
o When Brands Get Personal
o From the Playbooks of Digital Giants
o The Shape of Jobs to Come
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07
08
Rearing Your Algorithms Right: Three Roles
Humans Play in Developing and Deploying
Responsible AI
Super Results from Everyday People: Three Ways
AI Unleashes New Levels of Productivity
A Leader’s Guide to Reimagining Process: Five
Steps to Getting Started
Extending Human + Machine Collaboration: Eight
New Fusion Skills for an AI Workplace
Part Two
The Missing Middle:
Reimagining Processes
with AI

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Chapter 5: Rearing Your Algorithms Right: Three Roles Humans Play in
Developing and Deploying Responsible AI
Daugherty and Wilson describe “how humans are helping machines to
extend and amplify their capabilities.” This chapter considers in depth the
ways in which humans can complement machines by training, explaining, and
sustaining them. It also describes specific jobs and responsibilities for trainers,
explainers, and sustainers.
The authors state, “Machine learning, when integrated into processes, will lead
to a variety of brand-new jobs. … Employees will be needed to design and
train algorithms, to explain the algorithms used, and to do so in a way that
sustains the algorithms within a process.”

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Chapter 5: Rearing Your Algorithms Right: Three Roles Humans Play in
Developing and Deploying Responsible AI
Lead
Empathize
Create
Judge
Train
Explain
Sustain
Amplify
Interact
Embody
Transact
Iterate
Predict
Adapt
H
Humans
complement
machines
AI gives
humans superpowers
M
Human and Machine
hybrid activities

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Chapter 5: AI in Production, Supply Chain, and Distribution
TRAINERS

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Chapter 5: AI in Production, Supply Chain, and Distribution (cont.)
Explainers

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Chapter 5: AI in Production, Supply Chain, and Distribution (cont.)
Sustainers

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Chapter 6: Rearing Your Algorithms Right: Three Roles Humans Play in
Developing and Deploying Responsible AI
In this chapter, the authors discuss the superpowers that AI can give humans,
describing three types of augmentation through which “people are achieving
huge performance boosts by working with AI technologies that dramatically
improve their human capabilities; they amplify, interact, and embody new
human potential. These new types of human-machine relationships are helping
people … by offloading tedious tasks and by enabling them to perform their
work faster and more effectively through the expert guidance, advice, and
support from AI systems.” The chapter describes specific jobs for AI agents
that amplify, interact, and embody

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Chapter 6: Rearing Your Algorithms Right: Three Roles Humans Play in
Developing and Deploying Responsible AI (cont.)
Lead
Empathiz
e
Create
Judge
Train
Explain
Sustain
Amplify
Interact
Embody
Transact
Iterate
Predict
Adapt
H
Humans
complement
machines
AI gives
humans
superpowers
M
Human and Machine
hybrid activities

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Chapter 6: Rearing Your Algorithms Right: Three Roles Humans Play in
Developing and Deploying Responsible AI (cont.)
amplification

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Chapter 6: Rearing Your Algorithms Right: Three Roles Humans Play in
Developing and Deploying Responsible AI (cont.)
interaction

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Chapter 7: A Leader’s Guide to Reimagining Process: Five Steps to
Getting Started
Daugherty and Wilson discuss the challenges that AI introduces, which “require
different, new responses from management and leadership.” The authors consider the
first four of five crucial steps that executives must take to facilitate the reimagining of
processes.
1. Mindset—Imagine processes that might be.” “Executives must adopt the proper mindset, with
a focus on not just improving business processes but rather on completely reimagining business
processes and the way that work is performed.” They must discover, describe, co-create, scale, and
sustain.
2. Experimentation—Imagine an experiment.” “[Executives] need to foster a culture of AI
experimentation that allows them to quickly realize how and where the technology can change a
process, and where it makes sense to increase the scale and scope of a process.” They must build,
measure, and learn.

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Chapter 7: A Leader’s Guide to Reimagining Process: Five Steps to
Getting Started (cont.)
3. Leadership—Imagine a blended culture of people and machines.” “[Executives] must
exercise the proper leadership in promoting responsible AI by managing the trust, legal, and
ethical concerns that accompany AI and by considering the societal consequences of some process
changes.” They must install guardrails, use human checkpoints, minimize protections for the
technology itself, and consider legal and psychological
4. Data—Imagine a data supply chain.” “Executives need to recognize the crucial importance of
data, not just their firm’s own AI-enabling data but also the broader landscape of available
data.” They must think dynamically, widen access and increase variety, increase velocity, enable
discovery, and fill the missing middle.

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Chapter 8: Extending Human + Machine Collaboration: Eight New
Fusion Skills for an AI Workplace
This chapter looks at the fifth step that executives must take as human-
machine collaborations become more prevalent. Daugherty and Wilson
consider the future of work and hiring for and developing eight fusion skills
that are essential to an AI workplace.
Identifying “the concept of fusion skills—humans and machines coming
together to [create] new kinds of jobs and work experiences [that form] the
missing middle”—was a key discovery of the authors’ qualitative research.

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Chapter 8:
Fugure8-1 Fusion skills for the missing middle
Human and machine hybrid activities
Humans complement machines AI gives humans superpowers
TRAIN EXPLAIN SUSTAIN AMPLIFY INTERACT EMBODY
Rehumanizing time Intelligent Interrogation
Responsible normalizing Bot-based impowerment
Judgment integration Holistic melding
Reciprocal apprenticing
Relentless reimaging

26. CONS
AI PROS & CONS AT VIETNAM
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PROS
Automates the processes
Takes risks instead of
Humans
Provides precision
New Inventions
Available 24x7
Predictive maintenance
technological complexity
potential lack of
transparency
Satety and Social
manipulation
Trust & Security
Job losses & org.
restructuring
Accuracy, Bias, Privacy and
inequality
AI career opportunities

27. THE AI-POWERED SOLUTIONS IN VIETNAM’S
Government and Organizations
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Government:
- There are underlying risks and ethical issues with its implementation that need to
be resolved before AI becomes part of the fabric of government;
- The Business of Government and the Partnership for Public Service, agencies
will need to address multiple risks and ethical imperatives in order to realize the
opportunity that AI technology brings;

28. THE AI-POWERED SOLUTIONS IN VIETNAM’S
Government and Organizations (cont.)
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Organizations:
- AI is proving to be a double-edged sword. While this can be said of most new
technologies, both sides of the AI blade are far sharper, and neither is well
understood..
• Positive situation: Saving cost and improve processing; improve our lives in myriad ways;
simplifying our shopping; enhancing our healthcare experiences;
“McKinsey Global Institute research suggests that by 2030, AI could deliver additional global economic output
of $13 trillion per year”.

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Organizations:
AI is a relatively new force in business, few leaders have had the opportunity to
hone their intuition about the full scope of societal, organizational, and
individual risks, or to develop a working knowledge of their associated drivers,
which range from the data fed into AI systems to the operation of algorithmic
models and the interactions between humans and machines.
Negative situation “knock-on effect” : privacy violations; discrimination;
accidents, and manipulation of political systems, etc.
• “Disastrous repercussions - including the loss of human life, if an AI medical algorithm goes
wrong, or the compromise of national security, if an adversary feeds disinformation to a military
AI system—are possible, and so are significant challenges for organizations, from reputational
damage and revenue losses to regulatory backlash, criminal investigation, and diminished public
knock-on effect :it causes other events or situations, but not directly
THE AI-POWERED SOLUTIONS IN VIETNAM’S
Government and Organizations (cont.)

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Organizations:
• Recommended “C-Suite” to Understanding the risks and their drivers:
Leaders hoping to shift their posture from hindsight to foresight need to better understand the types of
risks they are taking on, their interdependencies, and their underlying causes. To help build that missing
intuition, we describe below five pain points that can give rise to AI risks.
1. Data difficulties
2. Technology troubles
3. Security snags
4. The algorithms
5. Human–Machine interactions
“Leaders to lump in AI risks with others owned by specialists in the IT and analytics organizations (“I trust my
technical team; they’re doing everything possible to protect our customers and our company”).
THE AI-POWERED SOLUTIONS IN VIETNAM’S
Government and Organizations (cont.)

31. 1. Strategy (Originated bottom-up by the business, and the CEO has become a supporter, seeing this
very much as a strategic opportunity.)
2. Talent and Leadership (Partnering with a leading technology company on improving the data and AI
skills of practitioners ; Improving the skills and understanding of AI among senior management with
dedicated courses. )
3. Ways of working (taking risks with AI-related investment decisions ; Use advanced processes ; Use
design thinking, involving the end user in development of AI tools; he organization follow a standard
protocol to build and deliver AI tools )
4. Models, tools, and technology (Test AI models ,standard tool frameworks, end-to-end platform ;
high-performance computing cluster for AI workloads )
5. Data: (Well-defined governance processes , internal processes , to ensure data quality,etc; A data
dictionary (ie, a metadata repository)
6. Adoption (Building the technology took us much less time than alignment and getting people to
adopt it; ‘train and explain.’ it’s enough. We’ve found it very useful to bring the associates who are
experts in the application domain into the build of the solution.” )
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THE AI-POWERED SOLUTIONS IN VIETNAM’S
Government and Organizations (cont.)

32. Q&A
THANK YOU !
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