According to a new Gartner study, AI is the top priority for business leaders for the third year in a row. The AI market is now on its path to reaching $126 billion by 2025, with no signs of slowing down anytime soon. Hence it's critical for CEOs to grasp the reins and steer their companies into the digital age. Metaverse may be all the rage these days, fuelling popular imagination, taking over movies, games and other pop culture, but when it comes down to the brass tacks, the top bosses at organisations worldwide continue to swear by Artificial Intelligence (AI) to drive global growth. AI has become an inseparable part of an organisation.

According to a new Gartner study, AI is the top priority for business leaders for the third year in a row. The AI market is now on its path to reaching $126 billion by 2025, with no signs of slowing down anytime soon. Hence it's critical for CEOs to grasp the reins and steer their companies into the digital age. Metaverse may be all the rage these days, fuelling popular imagination, taking over movies, games and other pop culture, but when it comes down to the brass tacks, the top bosses at organisations worldwide continue to swear by Artificial Intelligence (AI) to drive global growth. AI has become an inseparable part of an organisation.

As the complexity of systems based on multiple software agents increases, as is the case, for example in the context of Internet, their dynamics are less easy to predict and to manage. A recent development is to incorporate organisation modelling methods within the software engineering process of multi-agent systems. Indeed, like complex agent-based software systems, societies are characterised by complex dynamics involving interaction between large numbers of actors and groups of actors. If within society such complex dynamics would take place in an completely unstructured, incoherent manner, any actor involved has not much to rely on to do prediction, and therefore is not able to function in a knowledgeable manner. This has serious disadvantages, which is a reason why in history within human societies organisational structure has been developed as a means to manage complex dynamics. Here it is assumed that organisational structure provides co-ordination of the processes in such a manner that a process or agent involved can function in a more adequate manner. So the basic assumption is that providing organisational structure has implications to organisational dynamics. The dynamics induced by a given organisational structure are much more dependable than in an entirely unstructured situation. It is assumed that the organisational structure itself is relatively stable, i.e., the structure may change, but the frequency and scale of change are

Few details about the planned UK defence centre on artificial intelligence (AI) have emerged since 19 November when the prime minister announced its intended formation. Nor is it clear whether it was the Cabinet Office and Downing Street or the Ministry of Defence itself that was the driving force behind the proposal, and it is not known whether the centre will reside within the defence organisational structure or be co-located with another department. As a result, all we can do at this stage is offer some suggestions about the functions the centre could perform and raise questions about its organisation and structure. A few introductory lines about AI are needed. At its heart, it involves the use of computers for processing information to improve decision-making (namely suggesting choices that have a better chance of success and to do so more rapidly). There are four elements in AI development.

Given the four postures I articulated via the "War of the Worlds" matrix, how shall we function in a world where man, woman, and machine will have interchangeable and complementary functions? It is one thing to have the capabilities and capacities to blend artificial and human intelligences, quite another to have organisational structures to enable such sharing. Structure can be an enabler or an impediment to progress and a full OD review will be needed to facilitate such changes. How then will we reorganise organisations to make best use of collective cybernetic and human intelligence? Following the statistic about the veritable Tsunami of data that now rains upon us (34 Gb daily), how shall we become more intelligent, individually, collectively and corporately?

The insurance industry needs to understand the demands of its future customers if it is to satisfy their expectations. EXL's head of UK and Europe and SVP Insurance, Nigel Edwards explains how smarter insurers will adopt personalisation and a frictionless purchasing and servicing experience to win out UK insurers are all aware that they need to prepare for the future, taking a digital-centric approach and meeting shifting customer demands. However, less than less than 25% of insurers feel well prepared to meet the needs of future insurance customers in 2030. To prepare for this future, insurance companies must first know what the industry will look like in the coming years. That's why EXL and Post conducted a joint survey into how insurance leaders believe the business will change by 2030, and how companies can begin adjusting to that future reality today.

I've no doubt you'll be familiar with all of the talk regarding Artificial Intelligence's accelerating capabilities, impending arrival, and possible widespread disruption to life as we currently now know it. While some leaders are voicing their concerns on this new Artificial Intelligence era, claiming we're doomed for a'rise of the robots' type scenario where human existence is threatened. Other, more rational thought leaders – while recognising the threats AI poses, by advocating the measures required to safe guard against them – are however focussing on the positives of Artificial Intelligence (AI), and the huge benefits it can offer. No area is perhaps more prime for an AI overhaul than the workplace. So much so, that AI along with other key ingredients such as The Internet of Things has led to the generally accepted arrival of the'Fourth Industrial Revolution'.