OpenAI's revolutionary chatbot ChatGPT has been all over the news in recent months, triggering technology giants such as Google and Baidu to accelerate their AI roadmaps. ChatGPT is built on OpenAI's GPT language model and provides a variety of functions, such as engaging in conversations, answering questions, generating written text, debugging code, conducting sentiment analysis, translating languages and much more. Looking at the technologies of this moment in time, nothing seems to be as pivotal to the future of humanity as generative AI. The idea of scaling the creation of intelligence through machines will touch on everything that happens around us, and the momentum in the generative AI space created by ChatGPT's sudden ascent is inspiring. How should enterprise business leaders react to this?

This is despite most business leaders predicting an upheaval in working practices due to the rapid onset of artificial intelligence (AI). With 35% of employees surveyed reporting they had changed jobs in the last 12 months because their employer wasn't offering enough upskilling and training opportunities, there is a stark need to better upskill workforces to support the workplace transition that is already underway. The report combines insights from expert interviews with surveys from over 1,200 global C-level executives and 6,000 employees. The findings, which were largely consistent across all geographies surveyed, reveal how the rapid growth in data usage is extending enterprise aspirations for its potential and, in turn, transforming working practices. The study found that business leaders and employees alike predict that data literacy – defined as the ability to read, work with, analyze and communicate with data – will be the most in-demand skill by 2030.

As AI transforms global workplaces, new research shows that data literacy will be the most in-demand skill by 2030. According to research from Qlik, a little over one in five employees believe their employer is preparing them for a more data-oriented and automated workplace (21%). This is despite most business leaders predicting an upheaval in working practices due to the rapid onset of AI. The report, Data Literacy: The Upskilling Evolution, found that 35% of employees say they had changed jobs in the last 12 months because their employer wasn't offering enough upskilling and training opportunities. Developed by Qlik in partnership with The Future Labs, the report combines insights from expert interviews with surveys from over 1,200 global C-level executives and 6,000 employees.

Quantum computing may sound like science fiction (especially the weird principles on which it relies); nevertheless, businesses are beginning to pay attention. According to the Venture Beat staff, "Sixty-nine percent of global enterprises have already adopted or plan to adopt quantum computing in the near term, according to a new survey of enterprise leaders commissioned by Zapata Computing. The findings suggest that quantum computing is quickly moving from the fringes and becoming a priority for enterprise digital transformation, as 74% of enterprise leaders surveyed agreed that those who fail to adopt quantum computing will fall behind."[1] The staff goes on to report, "Adoption thus far is highest in the transportation sector, where 63% of respondents reported being in the early stages of quantum adoption. This may be a reaction to the ongoing supply chain crisis, which quantum could help relieve through its potential to solve complex optimization problems common in shipping and logistics."

CIOs say that while automation tech has been highly interwoven virtually in every enterprise architecture; it raises doubts regarding the role of IT in managing such features. C-suite leaders can and should be capable of providing measures to ensure proper deployment of the automation technologies. It requires acceptance from business too. Acceptance from the business is the most critical factor. Most businesses acquire technologies from the team's involvement with IT.

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For many organizations, automating hundreds or thousands of manual tasks has become a competitive necessity. However the same attributes that make automation so effective also open up organizations to new risks. The reason: Because AI enables a company to remotely manage machines and make them interact with other machines, bad actors could take control of the technology and wreak havoc. Consider the common threats to a computer network: malignant software such as viruses and phishing emails for tricking people into revealing valuable information. If a worker clicks on a malware link and damages his computer on the network, the virus can spread to others.

These posts represent my personal views on enterprise governance, regulatory compliance, and legal or ethical issues that arise in digital transformation projects powered by the cloud and artificial intelligence. Unless otherwise indicated, they do not represent the official views of Microsoft. If you follow enterprise legal and compliance issues as I do, you have surely heard the claim that AI is transforming the way corporate legal departments and the law firms that serve them operate. I'm certainly not going to contradict this claim. In fact, I see new evidence for it nearly every week.

These posts represent my personal views on enterprise governance, regulatory compliance, and legal or ethical issues that arise in digital transformation projects powered by the cloud and artificial intelligence. Unless otherwise indicated, they do not represent the official views of Microsoft. This week I'd like to take a break from regular blogging to introduce you to a new series of online publications called AI Insights that my team at Microsoft is producing. Each title is presented as a media rich digital publication with photos, charts, and embedded videos. The adaptive design meets customers where they are--displaying equally well on desktops, laptops, tablets, and phones.

Wachter told his captive Bay Area audience, "the future of AI and digital transformation will not be created in Mountain View or Cupertino. They simply do not and cannot know enough about the way the healthcare system works. Nor will it be created at UCSF, because we don't have the business expertise or scale." Such transformation, he said, will only occur with partnerships. Beyond academic, enterprise, and startup collaboration, Fernando noted, "markets like China and India, maybe Asia and Africa, are going to come up with new ways to deliver high quality care that we will import into the US--and that might be the biggest disruption." Eron elaborated on this, saying foreign markets have fewer regulations and thus might have access to more, diverse data sets to train algorithms.