WEBVTT

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It's a funny question because humans created AI.

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So in a way,

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our intelligence has been consumed

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within this new technology,

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which is really exciting.

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I think the difference is that it's able

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to look at really vast amounts of data,

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and then be able to distinguish

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between different patterns and infer things

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that we may not even think about.

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You really need the humans

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to be able to validate that

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what's coming out of the artificial

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intelligence is accurate.

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But yet use that volume of data

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that AI can go through

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to really help springboard

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the human's ability to make decisions.

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I think governance is super critical

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when we’re building solutions,

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we have to have a purpose

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and we have to communicate that purpose,

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and we have to get humans

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involved in the whole process.

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Often I get asked by clients,

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how do we implement AI?

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Because there's a lot of failures to date,

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where everything's being done

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incrementally or in augment

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to existing processes.

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And I think the problem there is

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that we're not seeing those levels of adoption

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that we were expecting to.

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It's got to be adoption,

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it's not just the implementation

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of a new technology

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that people are using inside of the desk.

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It really needs to be integrated

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in the flow of work,

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and it needs to start from all levels

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to feel like there's

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transparency over the intention

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and helping people give positive

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affirmations for the work that they are doing.

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People are your transformation engine.

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Without their understanding of the business,

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it becomes just a technology,

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a solution.

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And we want much more than that,

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giving them the autonomy to develop

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any number of AI use cases

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and reflect how I can actually mesh

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with the way that you're working.

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And it's very personal.

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This is the opportunity that I think

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is really exciting for people,

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is that they get to be part of that journey

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and reinventing what good looks like.

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If we define you know,

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the problem statement

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and we start from there,

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we actually can look at

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and re-modernize that whole process.

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Reimagining the business model,

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so when we couple the human interaction

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and the human knowledge

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and augment that with this technology,

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it's really powerful.

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You empower them with the right discussions,

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you empower them with the right opportunities,

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and you're clear about what you're trying to achieve.

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And then they'll help guide you

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to drive the cultural adoption.

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We have all five generations in the workforce.

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And really, what we're finding,

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it's not a one size fits all approach.

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And really we need to meet people where they are

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and what they are doing in their careers,

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but also give them confidence

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that they're able to build skills

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that will make them fit for the future.

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I think citizen led programs are really exciting

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because the experimentation

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that happens en masse

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and the feedback that can come through that,

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also helps push you outside of your comfort zone.

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Reverse mentoring,

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where younger people

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who are digital natives,

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able to teach upwards

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and get even better adoption

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from the organization.

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And I think the leaders have to share

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what they're learning

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and creating that open culture of collaboration

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and sharing about that curiosity journey

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that we're all on together.

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I want to be an inspirational leader.

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I'm sure you feel the same.

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Inspiration, I think, is the key here.

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Skills used to last

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around 5 to 10 years

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and now we're seeing the skills

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shelf lives are more like

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12 to 18 months.

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With 66% faster skills changing

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in AI expose jobs,

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up from 25% last year.

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We're talking about AI today,

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but tomorrow it might be

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about quantum computing

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and how there's a mix

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of quantum computing

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and AI come into the mix.

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The pace of technology

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coming out is so much faster.

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So there's a new model

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every couple of weeks,

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or there's a new tech component.

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So that means we are constantly having

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to evolve.

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And this is exactly why

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people need to start

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now on the journey,

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because it's only going to get

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more and more.

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The learning curve is going to be higher.

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Our global AI jobs barometer

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showed a 56% wage

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premium for AI skills,

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up 25% from last year.

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Yeah, and I think the skills

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and the roles are changing.

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Learning is actually a long term thing,

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that we have to continuously adapt with

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new ideas within our roles.

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At PwC, we're seeing more and more organisations,

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using AI itself to run their L&D programs.

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In ways that are far more personalised

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and for individuals

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than ever were possible in the past.

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This means that AI makes information

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much more accessible

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and understandable to individuals.

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And we're actually reaching a point

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where the AI tools,

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are actually teaching us and adapting us

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more than we're adapting to it.

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Yeah, because natural language

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and semantic understanding

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are starting to bridge

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technical skills gaps.

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It's really mind blowing.