Gartner says more than 3 million workers across the world will have a'robo boss' by 2018. High time businesses reorient skill development programs to help mid-level managers stay relevant. In July, the Vodafone-Idea merger was approved by the Competition Commission of India (CCI). The mega deal will make the shareholders of both companies become part of the largest telecom company in India, and reward them in the future. It will also create a situation that can quickly escalate into a nightmare.
We are no longer on the brink of a changed world resulting from artificial intelligence (AI) -- we are already immersed in that world. Today, software-driven machines are learning to process unstructured information in meaningful ways, an activity that until relatively recently was the domain of humans alone. As more and more companies join the AI revolution, it is becoming clear that AI is fundamentally changing every aspect of the way leaders lead, from the way they drive innovation and compete to the way they train and recruit talent. This is according to a recent Infosys report, "Leadership in the Age of AI," a survey of more than 1,000 business and IT leaders at enterprises in seven countries. Seventy-three percent of respondents to the survey said that AI has already transformed the way they do business.
During the 1940s, AT&T employed more than 350,000 telephone switchboard operators -- a job that's nearly vanished. But, today, some estimates put the number of mobile app developers at 12 million individuals worldwide. Just as technologies and communications change, jobs likewise evolve. The workforce as we know it is in the throes of a revolution. As new technologies emerge in what some have dubbed the Fourth Industrial Revolution, innovative companies have already begun to adapt, prompting reevaluations of workforce development strategies.
As IT evolves in the direction of more cloud adoption, more automation, and more artificial intelligence (AI), machine learning (ML) and analytics, it's clear that the IT jobs landscape will change too. For example, tomorrow's CIO is likely to become more of a broker and orchestrator of cloud services, juggling the strategic concerns of the C-suite with more tactical demands from business units, and less of an overseer of enterprise applications in on-premises data centres. Meanwhile, IT staff are likely to spend more time in DevOps teams, integrating multiple cloud services and residual on-premises applications, and enforcing cyber-security, and less time tending racks of servers running siloed client-server apps, or deploying and supporting endpoint devices.