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Wenn Du nochmal bei 0 starten kรถnntest, wie wรผrdest du eine Daten- und KI-Organisation aufbauen?
Wenn Du nochmal bei 0 starten kรถnntest, wie wรผrdest du eine Daten- und KI-Organisation aufbauen?
Genau das wollte ich von Claudia Pohlink wissen, die eine beeindruckende Karriere in der Daten- und KI-Welt bei Telekom, Deutsche Bahn und FIEGE hingelegt hat. Also, wie sieht der Anti-Hype Blueprint aus? ๐Ÿญ. ๐—ฆ๐˜๐—ฎ๐—บ๐—บ๐—ฑ๐—ฎ๐˜๐—ฒ๐—ป ๐—ฑ๐—ฒ๐—ณ๐—ถ๐—ป๐—ถ๐—ฒ๐—ฟ๐—ฒ๐—ป ๐˜‚๐—ป๐—ฑ ๐˜€๐˜๐—ฟ๐˜‚๐—ธ๐˜๐˜‚๐—ฟ๐—ถ๐—ฒ๐—ฟ๐—ฒ๐—ป Starte mit der Definition deiner Kerndomรคnen und Stammdaten. Bestimme fรผhrende Systeme fรผr jede Datendomรคne, bevor du Tools auswรคhlst. Dies schafft ein stabiles Fundament fรผr alle KI-Aktivitรคten. ๐Ÿฎ. ๐—˜๐—ฟ๐˜€๐˜๐—ฒ ๐—˜๐—ฟ๐—ณ๐—ผ๐—น๐—ด๐˜€๐—ด๐—ฒ๐˜€๐—ฐ๐—ต๐—ถ๐—ฐ๐—ต๐˜๐—ฒ ๐˜€๐—ฐ๐—ต๐—ฟ๐—ฒ๐—ถ๐—ฏ๐—ฒ๐—ป Identifiziere einen ersten Use Case, zum Beispiel mit dem Controlling-Bereich, wo bereits Datenaffinitรคt besteht. Zeige schnelle Erfolge, um Management-Support zu gewinnen. ๐Ÿฏ. ๐——๐—ฎ๐˜€ ๐Ÿฏ-๐—›๐—ฎฬˆ๐˜‚๐˜€๐—ฒ๐—ฟ-๐— ๐—ผ๐—ฑ๐—ฒ๐—น๐—น ๐—ถ๐—บ๐—ฝ๐—น๐—ฒ๐—บ๐—ฒ๐—ป๐˜๐—ถ๐—ฒ๐—ฟ๐—ฒ๐—ป โ€ข House of Data: Grundlagen, Governance, Architektur โ€ข House of AI: Use Cases, Data Scientists, Engineers โ€ข House of 3C: Change, Communication, Community Diese 3 Bereiche sollten zu gleichen Teilen aufgebaut werden. Keiner kann ohne den anderen fรผr nachhaltige Daten- und KI-Implementierung. Die Leads sollten zu Beginn intern aufgebaut werden, extern kรถnnen operative Ressourcen zugekauft werden. ๐Ÿฐ. ๐—•๐—ฎ๐—น๐—ฎ๐—ป๐—ฐ๐—ฒ ๐˜‡๐˜„๐—ถ๐˜€๐—ฐ๐—ต๐—ฒ๐—ป ๐˜‡๐—ฒ๐—ป๐˜๐—ฟ๐—ฎ๐—น ๐˜‚๐—ป๐—ฑ ๐—ฑ๐—ฒ๐˜‡๐—ฒ๐—ป๐˜๐—ฟ๐—ฎ๐—น ๐—ณ๐—ถ๐—ป๐—ฑ๐—ฒ๐—ป Etabliere zentrale Standards und Koordination, befรคhige aber gleichzeitig dezentrale Teams durch Multiplikatoren-Ideen wie KI-Awards, Schulungen und Hackathons. Laut Claudia ist diese Balance eine der grรถรŸten Herausforderungen in der Umsetzung. ๐Ÿฑ. ๐—ฃ๐—ฟ๐—ฎ๐—ด๐—บ๐—ฎ๐˜๐—ถ๐˜€๐—ฐ๐—ต ๐—ฝ๐—น๐—ฎ๐—ป๐—ฒ๐—ป ๐˜€๐˜๐—ฎ๐˜๐˜ ๐˜๐—ต๐—ฒ๐—ผ๐—ฟ๐—ฒ๐˜๐—ถ๐˜€๐—ถ๐—ฒ๐—ฟ๐—ฒ๐—ป Erstelle 6-12-Monats-Plรคne statt langfristiger Strategien. Dokumentiere Erfahrungen systematisch, auch Misserfolge, und passe deine Plรคne regelmรครŸig an. Ich weiรŸ, wie viele Mittelstรคndler vor der groรŸen Aufgabe stehen, Daten- und KI-Kompetenzen und Strukturen im Unternehmen aufzubauen. Claudia's Erfahrungen sind eine echte Schatzkiste. Ganz ohne Buzzwords, Hype oder Selbstprofilierung. Claudia, 1000 Dank fรผr deine Offenheit und dass du uns an deinen Erfahrungen teilhaben lรคsst! Was sagt ihr zum Blueprint? | 22 Kommentare auf LinkedIn
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Wenn Du nochmal bei 0 starten kรถnntest, wie wรผrdest du eine Daten- und KI-Organisation aufbauen?
๐—ช๐—ถ๐—ฒ ๐—š๐—ผ๐—ผ๐—ด๐—น๐—ฒ ๐—บ๐—ถ๐˜๐—ต๐—ถ๐—น๐—ณ๐—ฒ ๐—ฑ๐—ฒ๐—ฟ ๐—ž๐—œ ๐—ฑ๐—ฎ๐˜€ ๐—œ๐—ป๐˜๐—ฒ๐—ฟ๐—ป๐—ฒ๐˜ ๐—ป๐—ฒ๐˜‚ ๐—ฑ๐—ฒ๐—ณ๐—ถ๐—ป๐—ถ๐—ฒ๐—ฟ๐˜
๐—ช๐—ถ๐—ฒ ๐—š๐—ผ๐—ผ๐—ด๐—น๐—ฒ ๐—บ๐—ถ๐˜๐—ต๐—ถ๐—น๐—ณ๐—ฒ ๐—ฑ๐—ฒ๐—ฟ ๐—ž๐—œ ๐—ฑ๐—ฎ๐˜€ ๐—œ๐—ป๐˜๐—ฒ๐—ฟ๐—ป๐—ฒ๐˜ ๐—ป๐—ฒ๐˜‚ ๐—ฑ๐—ฒ๐—ณ๐—ถ๐—ป๐—ถ๐—ฒ๐—ฟ๐˜
Mit seinem AI Mode und dem Agenten Mariner zieht Google eine Plattformschicht รผber das offene Web. Google transformiert sich von einer klassischen Suchmaschine zum zentralen Marktplatz, Assistenten und Zahlungsdienstleister. Nutzer kรถnnen kรผnftig Produkte direkt in der Google-Suche finden, vergleichen, kaufen und bezahlen โ€“ ohne die Plattform zu verlassen. Diese Entwicklung hat weitreichende Folgen fรผr das gesamte Internet-ร–kosystem. Die Auswirkungen treffen nicht nur klassische Online-Hรคndler, sondern auch Marktplatzgiganten wie Amazon, Verlage, รœbersetzungsdienste wie DeepL, Reservierungsanbieter wie OpenTable, Buchungsseiten wie Ticketmaster oder Sprachschulen wie Duolingo. Wer weiterhin sichtbar und relevant bleiben will, muss sich auf die neuen Spielregeln einstellen, in KI-Overviews und Shopping-Graphen prรคsent sein und seine Inhalte fรผr KI-Systeme optimieren. Denn OpenAI baut etwas ร„hnliches auf und auch Amazon bewegt sich in diese Richtung. Der Wettstreit der Plattformen ist damit endgรผltig im KI-Zeitalter angekommen. Weiterlesen auf F.A.Z. PRO Digitalwirtschaft (โ‚ฌ) โ–ถ๏ธŽ https://lnkd.in/e-r8k7upโ‚ฌ Frankfurter Allgemeine Zeitung
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๐—ช๐—ถ๐—ฒ ๐—š๐—ผ๐—ผ๐—ด๐—น๐—ฒ ๐—บ๐—ถ๐˜๐—ต๐—ถ๐—น๐—ณ๐—ฒ ๐—ฑ๐—ฒ๐—ฟ ๐—ž๐—œ ๐—ฑ๐—ฎ๐˜€ ๐—œ๐—ป๐˜๐—ฒ๐—ฟ๐—ป๐—ฒ๐˜ ๐—ป๐—ฒ๐˜‚ ๐—ฑ๐—ฒ๐—ณ๐—ถ๐—ป๐—ถ๐—ฒ๐—ฟ๐˜
In a new paper, British philosopher Andy Clark (author of the 2003 book Natural Born Cyborgs, see comment below) offers a rebuttal to the pervasive anxiety surrounding new technologies, particularly generative AI, by reframing the nature of human cognition.
In a new paper, British philosopher Andy Clark (author of the 2003 book Natural Born Cyborgs, see comment below) offers a rebuttal to the pervasive anxiety surrounding new technologies, particularly generative AI, by reframing the nature of human cognition.
In a new paper, British philosopher Andy Clark (author of the 2003 book Natural Born Cyborgs, see comment below) offers a rebuttal to the pervasive anxiety surrounding new technologies, particularly generative AI, by reframing the nature of human cognition. He begins by acknowledging familiar concerns: that GPS erodes our spatial memory, search engines inflate our sense of knowledge, and tools like ChatGPT might diminish creativity or encourage intellectual laziness. These fears, Clark observes, mirror ancient worries, like Platoโ€™s warning that writing would weaken memory, and stem from a deeply ingrained but flawed assumption: the idea that the mind is confined to the biological brain. Clark challenges this perspective with his extended mind thesis, arguing that humans have always been cognitive hybrids, seamlessly integrating external tools into our thinking processes. From the gestures we use to offload mental effort to the scribbled notes that help us untangle complex problems, our cognition has never been limited to what happens inside our skulls. This perspective transforms the debate about AI from a zero-sum game, where technology is seen as replacing human abilities, into a discussion about how we distribute cognitive labour across a network of biological and technological resources. Recent advances in neuroscience lend weight to this view. Theories like predictive processing suggest that the brain is fundamentally geared toward minimising uncertainty by engaging with the world around it. Whether probing a riverโ€™s depth with a stick or querying ChatGPT to clarify an idea, the brain doesnโ€™t distinguish between internal and external problem-solvingโ€”it simply seeks the most efficient path to resolution. This fluid interplay between mind and tool has shaped human history, from the invention of stone tools to the design of modern cities, each innovation redistributing cognitive tasks and expanding what we can achieve. Generative AI, in Clarkโ€™s view, is the latest chapter in this story. While critics warn that it might stifle originality or turn us into passive curators of machine-generated content, evidence suggests a more nuanced reality. The key, Clark argues, lies in how we integrate these technologies into our cognitive ecosystems. https://lnkd.in/gUmxE57w | 41 comments on LinkedIn
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In a new paper, British philosopher Andy Clark (author of the 2003 book Natural Born Cyborgs, see comment below) offers a rebuttal to the pervasive anxiety surrounding new technologies, particularly generative AI, by reframing the nature of human cognition.
๐—”๐˜ ๐—œ/๐—ข 2025, Google ๐˜€๐—ต๐—ผ๐˜„๐—ฒ๐—ฑ ๐˜‚๐˜€ ๐˜„๐—ต๐—ฎ๐˜ ๐—”๐—œ-๐—ณ๐—ถ๐—ฟ๐˜€๐˜โ€ฆ | Andreas Horn | 61 comments
๐—”๐˜ ๐—œ/๐—ข 2025, Google ๐˜€๐—ต๐—ผ๐˜„๐—ฒ๐—ฑ ๐˜‚๐˜€ ๐˜„๐—ต๐—ฎ๐˜ ๐—”๐—œ-๐—ณ๐—ถ๐—ฟ๐˜€๐˜โ€ฆ | Andreas Horn | 61 comments
๐—”๐˜ ๐—œ/๐—ข 2025, Google ๐˜€๐—ต๐—ผ๐˜„๐—ฒ๐—ฑ ๐˜‚๐˜€ ๐˜„๐—ต๐—ฎ๐˜ ๐—”๐—œ-๐—ณ๐—ถ๐—ฟ๐˜€๐˜ ๐—ฅ๐—˜๐—”๐—Ÿ๐—Ÿ๐—ฌ ๐—บ๐—ฒ๐—ฎ๐—ป๐˜€. ๐—›๐—ฒ๐—ฟ๐—ฒโ€™๐˜€ ๐˜„๐—ต๐—ฎ๐˜ ๐—š๐—ผ๐—ผ๐—ด๐—น๐—ฒ ๐—ฎ๐—ป๐—ป๐—ผ๐˜‚๐—ป๐—ฐ๐—ฒ๐—ฑ: โฌ‡๏ธ The company's flagship developer event Google I/O 2025 was held last night in Mountain View, California. ๐—ง๐—Ÿ๐——๐—ฅ: Google is turning Gemini into the AI operating system for everything โ€” with agents now embedded across Search, Chrome, Workspace, Android, and more. If you donโ€™t have time for the full event, hereโ€™s a curated ๐˜€๐˜‚๐—ฝ๐—ฒ๐—ฟ๐—ฐ๐˜‚๐˜ of the highlights that really matter. ๐—ž๐—ฒ๐˜† ๐—บ๐—ผ๐—บ๐—ฒ๐—ป๐˜๐˜€ ๐—ณ๐—ฟ๐—ผ๐—บ ๐—š๐—ผ๐—ผ๐—ด๐—น๐—ฒ ๐—œ/๐—ข ๐Ÿฎ๐Ÿฌ๐Ÿฎ๐Ÿฑ: 0:00 ๐—œ๐—ป๐˜๐—ฟ๐—ผ โ€“ AI-native from the ground up 0:11 ๐—š๐—ฒ๐—บ๐—ถ๐—ป๐—ถ ๐—ฝ๐—น๐—ฎ๐˜†๐˜€ ๐—ฎ ๐—ฃ๐—ผ๐—ธ๐—ฒ๐—บ๐—ผ๐—ป ๐—ด๐—ฎ๐—บ๐—ฒ โ€” memory, reasoning, and code 0:30 ๐—š๐—ผ๐—ผ๐—ด๐—น๐—ฒ ๐—•๐—ฒ๐—ฎ๐—บ โ€“ Real-time 3D video chat with AI 1:08 ๐—š๐—ผ๐—ผ๐—ด๐—น๐—ฒ ๐— ๐—ฒ๐—ฒ๐˜ โ€“ Speech-to-speech translation, live 1:27 ๐—ฃ๐—ฟ๐—ผ๐—ท๐—ฒ๐—ฐ๐˜ ๐— ๐—ฎ๐—ฟ๐—ถ๐—ป๐—ฒ๐—ฟ โ€“ AI agents that book, plan, filter, decide 2:07 ๐—ฃ๐—ฒ๐—ฟ๐˜€๐—ผ๐—ป๐—ฎ๐—น ๐—–๐—ผ๐—ป๐˜๐—ฒ๐˜…๐˜ โ€“ Gemini gets memory and task awareness 2:40 ๐—š๐—ฒ๐—บ๐—ถ๐—ป๐—ถ ๐Ÿฎ.๐Ÿฑ ๐—ฃ๐—ฟ๐—ผ + ๐—™๐—น๐—ฎ๐˜€๐—ต โ€“ New SOTA models, LMArena leader 4:57 ๐—ฃ๐—ฟ๐—ผ๐—ท๐—ฒ๐—ฐ๐˜ ๐—”๐˜€๐˜๐—ฟ๐—ฎ โ€“ Multimodal, fast-response agent that sees and hears 5:32 ๐—”๐—œ ๐— ๐—ผ๐—ฑ๐—ฒ โ€“ Overlay for restaurants, bookings, prices, events 7:10 ๐—ฆ๐—ต๐—ผ๐—ฝ๐—ฝ๐—ถ๐—ป๐—ด โ€“ Track, compare, and auto-buy with Google Pay 8:34 ๐—š๐—ฒ๐—บ๐—ถ๐—ป๐—ถ ๐—Ÿ๐—ถ๐˜ƒ๐—ฒ โ€“ Screen sharing + live AI guidance 8:59 ๐——๐—ฒ๐—ฒ๐—ฝ ๐—ฅ๐—ฒ๐˜€๐—ฒ๐—ฎ๐—ฟ๐—ฐ๐—ต ๐—”๐—ด๐—ฒ๐—ป๐˜ โ€“ Upload files, get insights 9:12 ๐—–๐—ฎ๐—ป๐˜ƒ๐—ฎ๐˜€ โ€“ Live, collaborative AI whiteboard 9:31 ๐—š๐—ฒ๐—บ๐—ถ๐—ป๐—ถ ๐—ถ๐—ป ๐—–๐—ต๐—ฟ๐—ผ๐—บ๐—ฒ โ€“ AI understands and acts on any webpage 9:51 ๐—œ๐—บ๐—ฎ๐—ด๐—ฒ๐—ป ๐Ÿฐ โ€“ Next-gen image generation 10:23 ๐—ฉ๐—ฒ๐—ผ ๐Ÿฏ โ€“ Ultra-realistic video model 11:01 ๐—Ÿ๐˜†๐—ฟ๐—ถ๐—ฎ ๐Ÿฎ โ€“ AI-powered music composition 11:56 ๐—™๐—น๐—ผ๐˜„๐˜€ โ€“ Multimodal, promptable AI video creation 12:39 ๐—”๐—ป๐—ฑ๐—ฟ๐—ผ๐—ถ๐—ฑ ๐—ซ๐—ฅ โ€“ AI-first spatial computing 12:57 ๐—ฆ๐—ฎ๐—บ๐˜€๐˜‚๐—ป๐—ด ๐— ๐—ผ๐—ผ๐—ต๐—ฎ๐—ป โ€“ Googleโ€™s XR headset revealed 13:16 ๐—Ÿ๐—ถ๐˜ƒ๐—ฒ ๐—ด๐—น๐—ฎ๐˜€๐˜€๐—ฒ๐˜€ ๐—ฑ๐—ฒ๐—บ๐—ผ โ€“ Gemini + XR = real-time AI overlay Super insightful and forward-looking: Googleโ€™s AI strategy just went full stack. Even if some of these projects donโ€™t make it past the prototype stage, the direction is obvious: AI is being integrated into everything. LLMs โ€” Gemini, in this case โ€” are rapidly becoming the new operating system and everything will be powered by AI Agents across all products. Full keynote: https://lnkd.in/dPFFtyZ9 Supercut: https://lnkd.in/d-eBNGjw Enjoy watching! | 61 comments on LinkedIn
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๐—”๐˜ ๐—œ/๐—ข 2025, Google ๐˜€๐—ต๐—ผ๐˜„๐—ฒ๐—ฑ ๐˜‚๐˜€ ๐˜„๐—ต๐—ฎ๐˜ ๐—”๐—œ-๐—ณ๐—ถ๐—ฟ๐˜€๐˜โ€ฆ | Andreas Horn | 61 comments
Recent research showed that every 7 months AI doubles the length (in human time taken) of the task they can solve. AI researcher Toby Ord has built on the original study to show that AI success probability declines exponentially with task length, defining model capabilities with a โ€˜half-life.โ€™
Recent research showed that every 7 months AI doubles the length (in human time taken) of the task they can solve. AI researcher Toby Ord has built on the original study to show that AI success probability declines exponentially with task length, defining model capabilities with a โ€˜half-life.โ€™
One of the most interesting things about the original research is that it provides a clear metric for measuring AI performance improvement that is not tied to benchmarks that keep on being superceded, needing new benchmarks. We can now rank AI models and agents by their half-life - the time for human tasks for which they achieve 50% success rate. Of course we are usually more interested in models that can achieve 99+% success rates - depending on the task - but the relative consistency of the half life decay means the T50 threshold predicts whatever success rate we aim for, both today, and at future dates if the original trend holds Generally the decay is due to cumulative errors or going off course. But the decay is not always consistent, as there can be subtasks of uneven difficulty, or agents can recover from early mistakes. Interestingly, humans don't follow pure exponential decay curves. Our success rate falls off more slowly over very long tasks, suggesting we have broader context, allowing us to recover from early mistakes. The research was applied to tasks in research or software engineering. The dynamics of this performance evolution may or may not apply to other domains. Certainly, this reframing of assessing the development of AI capabilities and its comparison to human work is a very useful advance to the benchmarking approach.
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Recent research showed that every 7 months AI doubles the length (in human time taken) of the task they can solve. AI researcher Toby Ord has built on the original study to show that AI success probability declines exponentially with task length, defining model capabilities with a โ€˜half-life.โ€™
HR + IT; The Future of Work? That question has been on my mind since I first read about Moderna merging its HR and Tech departments. They are redefining what it means to be a future-ready company.
HR + IT; The Future of Work? That question has been on my mind since I first read about Moderna merging its HR and Tech departments. They are redefining what it means to be a future-ready company.
Hereโ€™s what I take away: ๐Ÿšซ HR is no longer just about people. ๐Ÿšซ IT is no longer just about systems. โœ… The real value lies in how people and systems interactโ€”seamlessly, intelligently, adaptively. Letโ€™s be honest, most organizations still operate in silos: - HR builds talent and culture - IT builds systems and infrastructure But the future of work is all about integration. What if you make that happen? Think about it: Can you redesign work itself? Not roles. Not org charts. But the actual FLOW of work. Because thatโ€™s what Modernaโ€™s doing. They are reimagining how humans and machines co-create value. IBM is doing the same. They use HR AI agents that handle questions, routes issues, and manage HR processes. This isnโ€™t about cutting costs. Itโ€™s about building a business that adapts faster to the next disruption. They are building resilience. I recognize that HR and IT both have unique complexities, and in many companies are simply too far apart or too large merge shortly. Still, it still got me thinking. As an HR leader: -> How comfortable are you with data, automation, and AI? -> Could you confidently lead both people strategy and digital infrastructure? -> What would need to change for that answer to be yes? This isnโ€™t a tech conversation. Itโ€™s an organization and leadership revolution. The next era of HR wonโ€™t be like today's HR at all. It will be integrated, tech-savvy, and central to how business gets done. Time to level up. Are you ready? #futureofwork #hrtech #ai Picture and story credits: Isabelle Bousquette ๐Ÿ™ | 34 comments on LinkedIn
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HR + IT; The Future of Work? That question has been on my mind since I first read about Moderna merging its HR and Tech departments. They are redefining what it means to be a future-ready company.
Research on over 3500 workers points to two outcomes from use of GenAI: immediate performance boosts, and a decrease in motivation and increase in boredom whenโ€ฆ
Research on over 3500 workers points to two outcomes from use of GenAI: immediate performance boosts, and a decrease in motivation and increase in boredom whenโ€ฆ
switching to non-augmented tasks. It is definitely interesting research, but I am very cautious about the conclusions reached by the authors, partly since they are to a degree contradictory, and also not necessarily generalizable. The authors implicitly criticize AI for removing the โ€œmost cognitively demanding partsโ€ of work, implying that this reduces fulfillment. But the outputs and productivity are clearly improved. Are they suggesting workers create inferior output for the sake of engagement? It is worth noting that other recent research points to improved emotion and engaement with genAI collaboration. The emotional impact of genAI collaboration will vary substantially across use cases, especially with the nature of the task, and certainly with the cultural context. It appears the use case here was performance reviews, which is not representative of many other types of cognitive work. The authors also say that AI-assisted tasks reduce usersโ€™ sense of control, thus lowering motivation. But they say this sense of control is restored during subsequent solo tasks, even though those are when boredom and disengagement rise. Having said that, for some tasks and work design the issues they raise could be real and substantial. These are the sound remedies they suggest: โžก๏ธBlend AI and Human Contributions: Use gen AI as a foundation for tasks while encouraging humans to personalize, expand, and refine outputs to retain creativity and ownership. โžก๏ธDesign Engaging Solo Tasks: Follow AI-supported work with autonomous, creative tasks to help employees stay motivated and exercise their own skills. โžก๏ธMake AI Collaboration Transparent: Clearly communicate AIโ€™s supporting role to preserve employeesโ€™ sense of control and fulfillment in their contributions. โžก๏ธRotate Between Tasks: Alternate between independent and AI-assisted tasks to maintain engagement and productivity throughout the workday. โžก๏ธTrain Employees to Use AI Mindfully: Provide training that helps employees critically and strategically integrate AI, strengthening their autonomy and judgment.
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Research on over 3500 workers points to two outcomes from use of GenAI: immediate performance boosts, and a decrease in motivation and increase in boredom whenโ€ฆ
Best AI Tools for Deep Research (Ranked by a PhD, Not Hype)
Best AI Tools for Deep Research (Ranked by a PhD, Not Hype)
Today, Iโ€™m diving into the world of deep research tools to find out which platforms are truly the most helpful for academic work. โ–ผ โ–ฝ Sign up for my FREE new...
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Best AI Tools for Deep Research (Ranked by a PhD, Not Hype)
To stop playing catch-up and stay ahead of AI, we need to form a point of view on the future of work. A POV on FOW, if you will.
To stop playing catch-up and stay ahead of AI, we need to form a point of view on the future of work. A POV on FOW, if you will.
There is a lot of talk about how L&D needs to be proactive, not reactive. But how do we do that when technology is moving so fast? It starts with having a point of view on where the world of work is headed, and then building a bridge to that future. Because if we only make incremental changes from where we are now, we'll likely be playing catch-up for a long timeโ€”and risk preparing people for the work of today, not tomorrow. Here are some of the forces I think about a lot these days: ๐ŸŽ“ AI seems to be denting the supply of entry level jobs. What does that mean for the talent pipeline later down the line? And how should we onboard the graduates that *do* get employed so they can add value on top of AI? ๐Ÿ“ˆ AI gets lower performers closer to higher performers (HBS & BCG study), and individuals working with AI match the performance of *teams* without AI (HBS & P&G study). How do we evaluate, recognise and enhance expertise in such a world? ๐Ÿ Vibe coding/marketing/learning/something else, single founder unicorns, service-as-a-software (not software-as-a-service!) and zero latency economy are just some of the predictions that would affect both the nature and pace of work. What support would our people and organisations need to adapt? L&D isn't short on AI tools. What we need is a visionโ€”to imagine how AI will reshape performance, learning, and the world of work at large. And, ultimately, what L&D needs to ๐˜ฃ๐˜ฆ๐˜ค๐˜ฐ๐˜ฎ๐˜ฆ to have a role in it. Nodes #AI #HR #Learning #Talent #FutureOfWork | 12 comments on LinkedIn
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To stop playing catch-up and stay ahead of AI, we need to form a point of view on the future of work. A POV on FOW, if you will.
In their โ€œthousand flowersโ€ strategy J&J seeded 900+ GenAI use cases. Using clear metrics they found that 10โ€“15% of these drove 80% of the value, and pivoted to focusing on fewer scalable, high-impact use cases.
In their โ€œthousand flowersโ€ strategy J&J seeded 900+ GenAI use cases. Using clear metrics they found that 10โ€“15% of these drove 80% of the value, and pivoted to focusing on fewer scalable, high-impact use cases.
In my work with boards and exec teams one of the pointed questions is always the degree of focus in AI initiatives. Johnson & Johnson's divergent-convergent strategy is highly instructive. Some commentators have suggested that this means the use case proliferation was a mistake. J&J's CIO doesn't see it like that. "You had to take an iterative approach to say, โ€˜Where are these technologies useful and where are they not?โ€™... We had the right plan three years ago, but we matured our plan based on three years of understanding,โ€ Leaders cannot know in advance where the value will emerge. The challenge is to select the right scope of experimenation before selecting focus use cases. Another shift was from centralized AI by a board governance to function-specific ownership such as commercial, R&D, and supply chain, enabling better prioritization and faster iteration. Again, these models suit different phases of the AI adoption journey. Most organizations are far earlier than J&J, which has strong maturity. On metrics: "The company is tracking progress in three buckets: first, the ability to successfully deploy and implement use cases; second, how widely they are adopted; and third, the extent to which they deliver on business outcomes." I strongly suspect that they are not using a "win rate" on their use case success. There are similarities to VC portfolios, where a few big wins make all the investments worthwhile. | 12 comments on LinkedIn
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In their โ€œthousand flowersโ€ strategy J&J seeded 900+ GenAI use cases. Using clear metrics they found that 10โ€“15% of these drove 80% of the value, and pivoted to focusing on fewer scalable, high-impact use cases.
3.000 KI-Assistenten integriert in alle Teams. Das ist die KI-Reise vonโ€ฆ | Felix Schlenther | 12 Kommentare
3.000 KI-Assistenten integriert in alle Teams. Das ist die KI-Reise vonโ€ฆ | Felix Schlenther | 12 Kommentare
3.000 KI-Assistenten integriert in alle Teams. Das ist die KI-Reise von Moderna: โ€œItโ€™s hard to conveyโ€”within the hypeโ€”how much AI is changing things and how much Moderna is using it across the boardโ€ Dieses Zitat von Wade Davis, Modernas Head of Digital for Business, zeigt sehr schรถn wie schwer der allumfassende Wandel von KI zu beschreiben ist. Es sind eben nicht 2 - 3 Use Cases ein ein paar Bereichen. Viel mehr geht es um eine Verรคnderung der Denk- und Arbeitsweise. Wรคhrend viele Unternehmen noch zรถgern, hat Moderna bereits konkrete Schritte unternommen, um KI strategisch zu implementieren: 1. Zusammenlegung von HR und IT unter einer Fรผhrung 2. Systematische Analyse aller Arbeitsprozesse 3. Klare Entscheidung: Was macht Mensch & Maschine? 4. Entwicklung von 3.000 spezialisierten KI-Assistenten 5. Integration dieser Assistenten in komplexe Workflows Der taktische Ansatz dahinter ist bemerkenswert: โ†ณ Nicht einzelne KI-Projekte, sondern eine umfassende Transformation โ†ณ Keine isolierten Tools, sondern vernetzte Systeme โ†ณ Kein Fokus auf Stellenabbau, sondern auf Neugestaltung der Arbeit KI-Integration ist keine einmalige Initiative, sondern ein fortlaufender Prozess der Organisationsentwicklung. Moderna zeigt, dass der Erfolg nicht von einzelnen Tools abhรคngt, sondern von der strategischen Neugestaltung der Arbeit selbst. Genau das ist der Weg, den es zu gehen gilt. | 12 Kommentare auf LinkedIn
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3.000 KI-Assistenten integriert in alle Teams. Das ist die KI-Reise vonโ€ฆ | Felix Schlenther | 12 Kommentare
With more than 260,000 registrations, Google actually broke the Guinness World Records ๐Ÿ† title for largest attendance at a virtual AI conference in one week.
With more than 260,000 registrations, Google actually broke the Guinness World Records ๐Ÿ† title for largest attendance at a virtual AI conference in one week.
(I didn't even know that was a thing! ๐Ÿ™ƒ ) Not able to make attend? Here is everything that was covered from theory to application is now available for free... โžก๏ธ Day 1: Foundational Models & Prompt Engineering https://lnkd.in/d-_w3gXj โžก๏ธ Day 2: Embeddings & Vector Stores / Databases https://lnkd.in/dkmfDUcp โžก๏ธ Day 3: Generative AI Agents https://lnkd.in/dd3Zd2-F โžก๏ธ Day 4: Domain-Specific LLMs https://lnkd.in/d6Z39yqt โžก๏ธ Day 5: MLOps for Generative AI https://lnkd.in/dcXCTPVF And, be sure to check out the winners of the course's capstone project: building tools from Generative AI (classroom assistants, schedulers, mock interviewers and more.) https://lnkd.in/dPsXnrct Interested in putting all of those newly-developed AI skills to use? Here are some of the latest job openings here at Google: http://google.com/careers. Hope to see you around! ๐Ÿ˜Š #google #lifeatgoogle #training #ai #education | 21 comments on LinkedIn
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With more than 260,000 registrations, Google actually broke the Guinness World Records ๐Ÿ† title for largest attendance at a virtual AI conference in one week.
I was interviewed in today's The Wall Street Journal on the impact of AI agents on customer behavior - here's how I believe our lives are about to change:
I was interviewed in today's The Wall Street Journal on the impact of AI agents on customer behavior - here's how I believe our lives are about to change:
I was interviewed in today's The Wall Street Journal on the impact of AI agents on customer behavior - here's how I believe our lives are about to change: ( โฌ‡๏ธ From the article by the great Steve Rosenbush โฌ‡๏ธ ) There is a flywheel effect at work here. The AI agent has access to an enormous amount of data about users that makes it possible to tailor recommendations, information, and insights to their needs. And once they reside in a messaging app, they can create a continuing presence in the userโ€™s life, just like a person would. โ€œOnce an AI knows you and remembers your history, it stops feeling like a tool and starts to feel like a companion,โ€ saysย Conor Grennan, chief AI architect at New York University Stern School of Business. โ€œIt starts to blur the line between an AI brand ambassador and just a friend who shares your taste.โ€" โฌ†๏ธ End of quote โฌ†๏ธ . The wild part of all this to me is that agents are coming to WhatsApp, where we hang out. It shows us a ton about Meta's strategy: My thoughts: WhatsApp already hosts most of our everyday conversations, so when a brand drops in an AI agent that greets me like the barista who knows my order, it doesnโ€™t feel like marketingโ€”it feels like service. Whatโ€™s new is the compounding effect: every helpful, context-aware response deposits a little โ€˜trust capitalโ€™ in the relationship bank. Those micro-interactions can become a moat for a brand by helping establish lasting customer loyalty. So: Where do you see this all going? +++++++++++++++++ UPSKILL YOUR ORGANIZATION: When your organization is ready to create an AI-powered cultureโ€”not just add toolsโ€”AI Mindset would love to help. We drive behavioral transformation at scale through a powerful new digital course and enterprise partnership. DM me, or check out our website. | 56 comments on LinkedIn
โ€œOnce an AI knows you and remembers your history, it stops feeling like a tool and starts to feel like a companion,โ€ saysย Conor Grennan, chief AI architect at New York University Stern School of Business. โ€œIt starts to blur the line between an AI brand ambassador and just a friend who shares your taste.โ€"
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I was interviewed in today's The Wall Street Journal on the impact of AI agents on customer behavior - here's how I believe our lives are about to change:
๐—ฅ๐—ฒ๐˜๐˜‚๐—ฟ๐—ป ๐—ผ๐—ป ๐—œ๐—ป๐˜๐—ฒ๐—น๐—น๐—ถ๐—ด๐—ฒ๐—ป๐—ฐ๐—ฒ: ๐—œ๐—ป๐˜ƒ๐—ฒ๐˜€๐˜๐—ถ๐˜๐—ถ๐—ผ๐—ป๐—ฒ๐—ป ๐—ถ๐—ป ๐—ด๐—ฒ๐—ป๐—ฒ๐—ฟ๐—ฎ๐˜๐—ถ๐˜ƒ๐—ฒ ๐—ž๐—œ ๐—ฟ๐—ฒ๐—ฐ๐—ต๐—ป๐—ฒ๐—ป ๐˜€๐—ถ๐—ฐ๐—ต ๐—บ๐—ฒ๐—ถ๐˜€๐˜. ๐—ฉ๐—ถ๐—ฒ๐—น๐—ฒ๐˜€ ๐—ต๐—ฎฬˆ๐—ป๐—ด๐˜ ๐˜ƒ๐—ผ๐—ป ๐—ฑ๐—ฒ๐—ฟ ๐—ž๐—œ-๐—˜๐—ฟ๐—ณ๐—ฎ๐—ต๐—ฟ๐˜‚๐—ป๐—ด ๐—ฑ๐—ฒ๐—ฟ ๐—™๐˜‚ฬˆ๐—ต๐—ฟ๐˜‚๐—ป๐—ด๐˜€๐—ธ๐—ฟ๐—ฎฬˆ๐—ณ๐˜๐—ฒ ๐—ฎ๐—ฏ
๐—ฅ๐—ฒ๐˜๐˜‚๐—ฟ๐—ป ๐—ผ๐—ป ๐—œ๐—ป๐˜๐—ฒ๐—น๐—น๐—ถ๐—ด๐—ฒ๐—ป๐—ฐ๐—ฒ: ๐—œ๐—ป๐˜ƒ๐—ฒ๐˜€๐˜๐—ถ๐˜๐—ถ๐—ผ๐—ป๐—ฒ๐—ป ๐—ถ๐—ป ๐—ด๐—ฒ๐—ป๐—ฒ๐—ฟ๐—ฎ๐˜๐—ถ๐˜ƒ๐—ฒ ๐—ž๐—œ ๐—ฟ๐—ฒ๐—ฐ๐—ต๐—ป๐—ฒ๐—ป ๐˜€๐—ถ๐—ฐ๐—ต ๐—บ๐—ฒ๐—ถ๐˜€๐˜. ๐—ฉ๐—ถ๐—ฒ๐—น๐—ฒ๐˜€ ๐—ต๐—ฎฬˆ๐—ป๐—ด๐˜ ๐˜ƒ๐—ผ๐—ป ๐—ฑ๐—ฒ๐—ฟ ๐—ž๐—œ-๐—˜๐—ฟ๐—ณ๐—ฎ๐—ต๐—ฟ๐˜‚๐—ป๐—ด ๐—ฑ๐—ฒ๐—ฟ ๐—™๐˜‚ฬˆ๐—ต๐—ฟ๐˜‚๐—ป๐—ด๐˜€๐—ธ๐—ฟ๐—ฎฬˆ๐—ณ๐˜๐—ฒ ๐—ฎ๐—ฏ
Eine empirische Studie zeigt: Der wirtschaftliche Nutzen der generativen KI wird von Fรผhrungskrรคften mit praktischer Erfahrung deutlich positiver bewertet als von solchen ohne. Wรคhrend 64 Prozent der Erfahrenen von einer schnellen Amortisation ausgehen, glauben dies nur 35 Prozent der Unerfahrenen. Die Wirtschaftlichkeit hรคngt stark vom Betriebsmodell, der Nutzungstiefe und den unternehmensspezifischen Bedingungen ab. Wer GenAI gezielt einsetzt, steigert Produktivitรคt, Innovationskraft und Arbeitgeberattraktivitรคt โ€“ ein realer betriebswirtschaftlicher Vorteil, schreibt Peter Buxmann in seinem Gastbeitrag fรผr F.A.Z. PRO Digitalwirtschaft. ๐—ช๐—ฒ๐—ถ๐˜๐—ฒ๐—ฟ๐—น๐—ฒ๐˜€๐—ฒ๐—ป: โ–ถ๏ธŽ https://lnkd.in/e3faARTd Der Text stammt aus unserem Digitalwirtschaft-Newsletter zur digitalen ร–konomie. Der Newsletter wird jeden Mittwoch um 8 Uhr an 230.000 Abonnenten versendet und erklรคrt die relevanten Digitalthemen der Woche, aufgeteilt auf die Themenbereiche Kรผnstliche Intelligenz, Zukunft der Arbeit, Digitale Transformation, Plattformen und Digitale Mobilitรคt. Interessenten kรถnnen den Newsletter zwei Monate ๐—ธ๐—ผ๐˜€๐˜๐—ฒ๐—ป๐—น๐—ผ๐˜€ testen. โ–ถ๏ธ https://lnkd.in/eY_4zwbr Frankfurter Allgemeine Zeitung | 13 Kommentare auf LinkedIn
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๐—ฅ๐—ฒ๐˜๐˜‚๐—ฟ๐—ป ๐—ผ๐—ป ๐—œ๐—ป๐˜๐—ฒ๐—น๐—น๐—ถ๐—ด๐—ฒ๐—ป๐—ฐ๐—ฒ: ๐—œ๐—ป๐˜ƒ๐—ฒ๐˜€๐˜๐—ถ๐˜๐—ถ๐—ผ๐—ป๐—ฒ๐—ป ๐—ถ๐—ป ๐—ด๐—ฒ๐—ป๐—ฒ๐—ฟ๐—ฎ๐˜๐—ถ๐˜ƒ๐—ฒ ๐—ž๐—œ ๐—ฟ๐—ฒ๐—ฐ๐—ต๐—ป๐—ฒ๐—ป ๐˜€๐—ถ๐—ฐ๐—ต ๐—บ๐—ฒ๐—ถ๐˜€๐˜. ๐—ฉ๐—ถ๐—ฒ๐—น๐—ฒ๐˜€ ๐—ต๐—ฎฬˆ๐—ป๐—ด๐˜ ๐˜ƒ๐—ผ๐—ป ๐—ฑ๐—ฒ๐—ฟ ๐—ž๐—œ-๐—˜๐—ฟ๐—ณ๐—ฎ๐—ต๐—ฟ๐˜‚๐—ป๐—ด ๐—ฑ๐—ฒ๐—ฟ ๐—™๐˜‚ฬˆ๐—ต๐—ฟ๐˜‚๐—ป๐—ด๐˜€๐—ธ๐—ฟ๐—ฎฬˆ๐—ณ๐˜๐—ฒ ๐—ฎ๐—ฏ
โ€œ๐—”๐—œ ๐—ถ๐˜€ ๐—ฐ๐—ผ๐—บ๐—ถ๐—ป๐—ด ๐—ณ๐—ผ๐—ฟ ๐˜†๐—ผ๐˜‚๐—ฟ ๐—ท๐—ผ๐—ฏ. ๐—›๐—ฒ๐—ฐ๐—ธ, ๐—ถ๐˜โ€™s coming for mine too
โ€œ๐—”๐—œ ๐—ถ๐˜€ ๐—ฐ๐—ผ๐—บ๐—ถ๐—ป๐—ด ๐—ณ๐—ผ๐—ฟ ๐˜†๐—ผ๐˜‚๐—ฟ ๐—ท๐—ผ๐—ฏ. ๐—›๐—ฒ๐—ฐ๐—ธ, ๐—ถ๐˜โ€™s coming for mine too
โ€œ๐—”๐—œ ๐—ถ๐˜€ ๐—ฐ๐—ผ๐—บ๐—ถ๐—ป๐—ด ๐—ณ๐—ผ๐—ฟ ๐˜†๐—ผ๐˜‚๐—ฟ ๐—ท๐—ผ๐—ฏ. ๐—›๐—ฒ๐—ฐ๐—ธ, ๐—ถ๐˜โ€™๐˜€ ๐—ฐ๐—ผ๐—บ๐—ถ๐—ป๐—ด ๐—ณ๐—ผ๐—ฟ ๐—บ๐—ถ๐—ป๐—ฒ ๐˜๐—ผ๐—ผ!" Thatโ€™s not clickbait. Thatโ€™s the CEO of Fiverr (Micha Kaufman) in his latest e-mail every employee received yesterday! And heโ€™s not the first writing that: first Shopify, then Duolingo, now Fiverr. Top tech CEOs are one by one speaking out loud. BUT Fiverr did something different: They didnโ€™t just warn their teams โ€” they gave them a blueprint to survive. ๐—ง๐—ต๐—ฒ ๐—ณ๐—ผ๐—น๐—น๐—ผ๐˜„๐—ถ๐—ป๐—ด ๐—ฎ๐—ฟ๐—ฒ ๐˜๐—ต๐—ฒ 7 ๐—”๐—œ ๐—ฆ๐˜‚๐—ฟ๐˜ƒ๐—ถ๐˜ƒ๐—ฎ๐—น ๐—ง๐—ถ๐—ฝ๐˜€ ๐—ต๐—ฒ ๐—ฟ๐—ฒ๐—ฐ๐—ผ๐—บ๐—บ๐—ฒ๐—ป๐—ฑ๐˜€ ๐—ณ๐—ผ๐—ฟ ๐—ป๐—ฎ๐˜ƒ๐—ถ๐—ด๐—ฎ๐˜๐—ถ๐—ป๐—ด ๐˜๐—ต๐—ฒ๐˜€๐—ฒ ๐—ฐ๐—ต๐—ฎ๐—ป๐—ด๐—ฒ๐˜€: โฌ‡๏ธ 1. ๐—˜๐˜…๐—ฝ๐—ฒ๐—ฟ๐—ถ๐—บ๐—ฒ๐—ป๐˜, ๐—˜๐˜…๐—ฝ๐—ฒ๐—ฟ๐—ถ๐—บ๐—ฒ๐—ป๐˜, ๐—˜๐˜…๐—ฝ๐—ฒ๐—ฟ๐—ถ๐—บ๐—ฒ๐—ป๐˜. โžœ Test every AI tool you can get your hands on. See which ones make you 10x faster. If youโ€™re in coding? Use Cursor. Law? Lexis+. Learn what makesย youย dangerous. 2. ๐—™๐—ถ๐—ป๐—ฑ ๐˜€๐—บ๐—ฎ๐—ฟ๐˜ ๐—ฝ๐—ฒ๐—ผ๐—ฝ๐—น๐—ฒ ๐—ฎ๐—ป๐—ฑ ๐˜€๐˜๐—ถ๐—ฐ๐—ธ ๐—ฐ๐—น๐—ผ๐˜€๐—ฒ. โžœ Surround yourself with folks who already get AI. Ask questions. Watch what tools they use. Shortcut your learning curve. 3. ๐—จ๐˜€๐—ฒ ๐˜†๐—ผ๐˜‚๐—ฟ ๐˜๐—ถ๐—บ๐—ฒ ๐—น๐—ถ๐—ธ๐—ฒ ๐—ถ๐˜โ€™๐˜€ ๐—ฒ๐˜…๐—ฝ๐—ฒ๐—ป๐˜€๐—ถ๐˜ƒ๐—ฒ. โžœ If you're still working like it's 2024, you're doing it wrong (!!!). Speed and efficiency are the new currency. Cut the fluff, automate the rest. 4. ๐— ๐—ฎ๐˜€๐˜๐—ฒ๐—ฟ ๐—ฝ๐—ฟ๐—ผ๐—บ๐—ฝ๐˜๐—ถ๐—ป๐—ด. โžœ Google is basic now. LLM'S are the new baseline. The better your prompts, the more powerful you become. Learn it like itโ€™s your second language. 5. ๐—›๐—ฒ๐—น๐—ฝ ๐˜†๐—ผ๐˜‚๐—ฟ ๐—ฐ๐—ผ๐—บ๐—ฝ๐—ฎ๐—ป๐˜† ๐—ฑ๐—ผ ๐—บ๐—ผ๐—ฟ๐—ฒ ๐˜„๐—ถ๐˜๐—ต ๐—น๐—ฒ๐˜€๐˜€. โžœ Donโ€™t just do your job โ€” rethink how the whole org works. Automate stuff. Suggest improvements. Be the person who makes things smoother and smarter. 6. ๐—ง๐—ต๐—ถ๐—ป๐—ธ ๐—น๐—ถ๐—ธ๐—ฒ ๐—ฎ๐—ป ๐—ผ๐˜„๐—ป๐—ฒ๐—ฟ. Know what the companyโ€™s really trying to achieve. Donโ€™t wait to be asked. Show up with ideas. Pitch improvements. You donโ€™t need a permission slip to contribute. 7. ๐— ๐—ฎ๐—ธ๐—ฒ ๐˜†๐—ผ๐˜‚๐—ฟ ๐—ผ๐˜„๐—ป ๐—ผ๐—ฝ๐—ฝ๐—ผ๐—ฟ๐˜๐˜‚๐—ป๐—ถ๐˜๐—ถ๐—ฒ๐˜€. No one's coming to save you. If you want to grow, build your own path. Take initiative, start small, stay consistent. Those who help themselves get help too. ๐—œ ๐—ฏ๐—ฒ๐—น๐—ถ๐—ฒ๐˜ƒ๐—ฒ ๐˜๐—ต๐—ฒ๐—ฟ๐—ฒ'๐˜€ ๐˜€๐—ผ๐—บ๐—ฒ ๐˜๐—ฟ๐˜‚๐˜๐—ต ๐˜๐—ผ ๐˜๐—ต๐—ถ๐˜€. ๐—•๐˜‚๐˜ ๐˜„๐—ฒ ๐—ผ๐—ณ๐˜๐—ฒ๐—ป ๐˜๐—ฒ๐—ป๐—ฑ ๐˜๐—ผ ๐—ฒ๐—ถ๐˜๐—ต๐—ฒ๐—ฟ ๐—ผ๐˜ƒ๐—ฒ๐—ฟ๐—ฒ๐˜€๐˜๐—ถ๐—บ๐—ฎ๐˜๐—ฒ ๐—ผ๐—ฟ ๐˜‚๐—ป๐—ฑ๐—ฒ๐—ฟ๐—ฒ๐˜€๐˜๐—ถ๐—บ๐—ฎ๐˜๐—ฒ ๐˜๐—ฒ๐—ฐ๐—ต๐—ป๐—ผ๐—น๐—ผ๐—ด๐˜†. ๐—ง๐—ต๐—ฎ๐˜ ๐˜€๐—ฎ๐—ถ๐—ฑ, ๐˜๐—ต๐—ฒ ๐—บ๐—ฒ๐˜€๐˜€๐—ฎ๐—ด๐—ฒ ๐—ฟ๐—ฒ๐—บ๐—ฎ๐—ถ๐—ป๐˜€ ๐˜๐—ต๐—ฒ ๐˜€๐—ฎ๐—บ๐—ฒ: ๐—”๐—œ ๐—ถ๐˜€๐—ปโ€™๐˜ ๐—ฐ๐—ผ๐—บ๐—ถ๐—ป๐—ด โ€” ๐—ถ๐˜โ€™๐˜€ ๐—ฎ๐—น๐—ฟ๐—ฒ๐—ฎ๐—ฑ๐˜† ๐—ต๐—ฒ๐—ฟ๐—ฒ. ๐—•๐—ฒ๐—ฐ๐—ผ๐—บ๐—ถ๐—ป๐—ด ๐—ฎ๐—ป ๐—”๐—œ-๐—ณ๐—ถ๐—ฟ๐˜€๐˜ ๐—ฐ๐—ผ๐—บ๐—ฝ๐—ฎ๐—ป๐˜† ๐—ถ๐˜€ ๐—ฟ๐—ฎ๐—ฝ๐—ถ๐—ฑ๐—น๐˜† ๐—ฏ๐—ฒ๐—ฐ๐—ผ๐—บ๐—ถ๐—ป๐—ด ๐˜๐—ต๐—ฒ ๐—ป๐—ฒ๐˜„ ๐—ป๐—ผ๐—ฟ๐—บ๐—ฎ๐—น. ๐—ฆ๐˜๐—ถ๐—น๐—น, ๐˜๐—ต๐—ฒ ๐˜๐—ถ๐—ฝ๐˜€ ๐—ฎ๐—ฏ๐—ผ๐˜ƒ๐—ฒ ๐—ฎ๐—ฟ๐—ฒ ๐˜ƒ๐—ฎ๐—น๐˜‚๐—ฎ๐—ฏ๐—น๐—ฒ. ๐—Ÿ๐—ฒ๐˜โ€™๐˜€ ๐—ฏ๐—ฒ ๐—ต๐—ผ๐—ป๐—ฒ๐˜€๐˜: ๐—จ๐—ฝ๐˜€๐—ธ๐—ถ๐—น๐—น๐—ถ๐—ป๐—ด ๐—ถ๐˜€ ๐—ป๐—ผ ๐—น๐—ผ๐—ป๐—ด๐—ฒ๐—ฟ ๐—ฎ ๐—ฝ๐—ฒ๐—ฟ๐—ธ. ๐—ฌ๐—ผ๐˜‚โ€™๐—ฟ๐—ฒ ๐—ฒ๐—ถ๐˜๐—ต๐—ฒ๐—ฟ ๐—ฏ๐˜‚๐—ถ๐—น๐—ฑ๐—ถ๐—ป๐—ด ๐˜๐—ต๐—ฒ ๐—ณ๐˜‚๐˜๐˜‚๐—ฟ๐—ฒ โ€” ๐—ผ๐—ฟ ๐˜„๐—ฎ๐˜๐—ฐ๐—ต๐—ถ๐—ป๐—ด ๐—ถ๐˜ ๐—ฝ๐—ฎ๐˜€๐˜€ ๐˜†๐—ผ๐˜‚ ๐—ฏ๐˜†. You can read the full e-mail attached! โฌ‡๏ธ | 152 comments on LinkedIn
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โ€œ๐—”๐—œ ๐—ถ๐˜€ ๐—ฐ๐—ผ๐—บ๐—ถ๐—ป๐—ด ๐—ณ๐—ผ๐—ฟ ๐˜†๐—ผ๐˜‚๐—ฟ ๐—ท๐—ผ๐—ฏ. ๐—›๐—ฒ๐—ฐ๐—ธ, ๐—ถ๐˜โ€™s coming for mine too
*NEW PAPER*: GenAI investments will only pay off if employees adopt theโ€ฆ
*NEW PAPER*: GenAI investments will only pay off if employees adopt theโ€ฆ
*NEW PAPER*: GenAI investments will only pay off if employees adopt the technology and learn to use it effectively. Feelings of psychological threats are common and they are going to be a major obstacle. GenAI deployment therefore needs to be accompanied by a careful talent management strategy. In our new Trends in Cognitive Sciences article, we review the psychological threats that GenAI deployment can trigger in workers, focusing on three areas: competence, autonomy, and relatedness. Moreover, we sketch different types of reactions that such feelings of threats can trigger. The figure below summarizes five coping strategies (both adaptive and maladaptive) for the three types of psychological threat. Link to the article in comment (open access for 50 days). With Erik Hermann and Carey Morewedge The Wharton School Wharton AI & Analytics Initiative Wharton Executive Education | 24 comments on LinkedIn
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*NEW PAPER*: GenAI investments will only pay off if employees adopt theโ€ฆ
How long will the traditional course survive in the workplace? I give it 2-5 years. Let me explain.
How long will the traditional course survive in the workplace? I give it 2-5 years. Let me explain.
When I say a โ€˜traditional courseโ€™, I mean learning content (instructor-led or self-service) delivered online or face-to-face either, going from beginning to end with little variation in content or delivery. These courses have been the mainstay of training at work since I started in the classroom in the 1980s. For some, the idea that the traditional course is doomed come as a shock. For others, itโ€™s self-evident. Listening to researchers, experts and practitioners like Dani Johnson, Dr Philippa Hardman and Gregg Collins, I am convinced that within 5 years most organisational training will abandon these traditional courses. Why? It is now easy to personalise content, even in a simple fashion, with AI. With extra effort, you can deliver content via adaptive delivery that understands where you are succeeding and failing and changes what you learn, and how you learn it, to ensure you reach competency faster. Itโ€™s more effective, more enjoyable, and faster. All of this is already happening, and it's only going to get easier and more wide-spread. But the real drive will come not from the technology, but from the learners. The technology enables the change. The learners will demand it. Once enough people have experienced content delivered with this flexibility โ€“ probably initially in their private lives, as consumers โ€“ they will start to ask why their employers arenโ€™t delivering content the same way. So I have three questions for you this Friday: ยทย Do you agree that the traditional course doomed? ยทย If so, is the timescale of 2-5 years reasonable? ยทย What are the implications of all this? Iโ€™d love to hear your thoughts. | 77 comments on LinkedIn
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How long will the traditional course survive in the workplace? I give it 2-5 years. Let me explain.
AI vs. human coaches: Examining the working alliance | Amber Barger, EdD, MCC | 31 comments
AI vs. human coaches: Examining the working alliance | Amber Barger, EdD, MCC | 31 comments
New Research: AI vs. Human Coaches - Building Effective Working Relationships This study explores a fascinating question: Can AI coaches of the future build effective working relationships with clients comparable to human coaches? Surprisingly, the answer is yes. Part of my dissertation research study at Teachers College, Columbia University was recently published in an Advancing Coaching Scholarship special issue alongside other prominent scholars. With AI increasingly entering human-centered spaces like coaching, this research offers early insight into its impact. Through a randomized controlled experiment, I found that people could establish strong connections with both simulated autonomous AI and human coaches in just a single hour-long session. The data showed comparable relationship quality metrics across both conditions, with individuals specifically valuing the collaborative, goal-oriented conversation regardless of coach type. Read the full study here to explore what this means for the future of coaching. #AICoaching https://lnkd.in/g4W7i8dx | 31 comments on LinkedIn
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AI vs. human coaches: Examining the working alliance | Amber Barger, EdD, MCC | 31 comments
Something Alarming Is Happening To The Job Market: AI Is replacing jobs faster than we thought.... and
Something Alarming Is Happening To The Job Market: AI Is replacing jobs faster than we thought.... and
it's also reducing the wage premium of a college degree. This is why the #Superworker strategy is so urgent. https://lnkd.in/g8V9aHxN โ€œLaw firms lean on AI for paralegal work as consulting firms find that five 22-year-olds with ChatGPT can do the work of 20 recent grads." "Tech firms are turning over their software programming to a handful of superstars working with AI co-pilots." "The share of jobs posted on Indeed in software programming has declined by more than 50 percent since 2022." "And even if employers arenโ€™t directly substituting AI for human workers, spending on AI infrastructure is crowding out spending on new hires.โ€ | 172 comments on LinkedIn
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Something Alarming Is Happening To The Job Market: AI Is replacing jobs faster than we thought.... and
๐—ข๐—ฝ๐—ฒ๐—ป๐—”๐—œ ๐—ท๐˜‚๐˜€๐˜ ๐—น๐—ฎ๐˜‚๐—ป๐—ฐ๐—ต๐—ฒ๐—ฑ ๐˜€๐—ผ๐—บ๐—ฒ๐˜๐—ต๐—ถ๐—ป๐—ด ๐—•๐—œ๐—š โ€” ๐—ฎ๐—ป๐—ฑโ€ฆ
๐—ข๐—ฝ๐—ฒ๐—ป๐—”๐—œ ๐—ท๐˜‚๐˜€๐˜ ๐—น๐—ฎ๐˜‚๐—ป๐—ฐ๐—ต๐—ฒ๐—ฑ ๐˜€๐—ผ๐—บ๐—ฒ๐˜๐—ต๐—ถ๐—ป๐—ด ๐—•๐—œ๐—š โ€” ๐—ฎ๐—ป๐—ฑโ€ฆ
๐—ข๐—ฝ๐—ฒ๐—ป๐—”๐—œ ๐—ท๐˜‚๐˜€๐˜ ๐—น๐—ฎ๐˜‚๐—ป๐—ฐ๐—ต๐—ฒ๐—ฑ ๐˜€๐—ผ๐—บ๐—ฒ๐˜๐—ต๐—ถ๐—ป๐—ด ๐—•๐—œ๐—š โ€” ๐—ฎ๐—ป๐—ฑ ๐—ฏ๐—ฎ๐—ฟ๐—ฒ๐—น๐˜† ๐—ฎ๐—ป๐˜†๐—ผ๐—ป๐—ฒ ๐—ถ๐˜€ ๐˜๐—ฎ๐—น๐—ธ๐—ถ๐—ป๐—ด ๐—ฎ๐—ฏ๐—ผ๐˜‚๐˜ ๐—ถ๐˜! Yesterday, I spent a few hours diving into the newly launched "๐—ข๐—ฝ๐—ฒ๐—ป๐—”๐—œ ๐—”๐—ฐ๐—ฎ๐—ฑ๐—ฒ๐—บ๐˜†". And it's an absolute goldmine of FREE AI education, packed with tutorials, live workshops, labs and real-world case studies. Whether you're just starting or already building with GPTs โ€” thereโ€™s definitely something here for you. And itโ€™s all 100% FREE and beginner-friendly tracks (no code needed). Here is some stuff to have an eye on: ๐—จ๐—ฝ๐—ฐ๐—ผ๐—บ๐—ถ๐—ป๐—ด ๐—ช๐—ฒ๐—ฏ๐—ถ๐—ป๐—ฎ๐—ฟ๐˜€: โ€“ Introduction to ChatGPT: https://lnkd.in/e4dgUbWj โ€“ AI in Action: Uses for Work, Learning & Life: https://lnkd.in/efXpXY_9 ๐—”๐—ฟ๐—ฐ๐—ต๐—ถ๐˜ƒ๐—ฒ๐—ฑ ๐—ช๐—ฒ๐—ฏ๐—ถ๐—ป๐—ฎ๐—ฟ๐˜€: โ€“ ChatGPT 101: A Guide to Your Super Assistant: https://lnkd.in/e6RJMcEC โ€“ ChatGPT 102: Using AI to Do Your Best Work: https://lnkd.in/eF4iQfFz โ€“ Advanced Prompt Engineering: https://lnkd.in/eb9JGYkY ๐—–๐—ต๐—ฎ๐˜๐—š๐—ฃ๐—ง ๐—ฎ๐˜ ๐—ช๐—ผ๐—ฟ๐—ธ ๐—–๐—ผ๐—น๐—น๐—ฒ๐—ฐ๐˜๐—ถ๐—ผ๐—ป: โ€“ ChatGPT Search: https://lnkd.in/e8fRSkPT โ€“ ChatGPT for Data Analysis: https://lnkd.in/ezssYnGk โ€“ Introduction to GPTs: https://lnkd.in/eiUCDF9u ๐—–๐—ต๐—ฎ๐˜๐—š๐—ฃ๐—ง ๐—ผ๐—ป ๐—–๐—ฎ๐—บ๐—ฝ๐˜‚๐˜€ ๐—–๐—ผ๐—น๐—น๐—ฒ๐—ฐ๐˜๐—ถ๐—ผ๐—ป: โ€“ AI for Academic Success: https://lnkd.in/e9hPwRsF โ€“ AI for Career Prep: Resumes & Interviews: https://lnkd.in/ezK62jzQ ๐——๐—ฒ๐˜ƒ๐—ฒ๐—น๐—ผ๐—ฝ๐—ฒ๐—ฟ ๐—•๐˜‚๐—ถ๐—น๐—ฑ ๐—›๐—ผ๐˜‚๐—ฟ๐˜€ ๐—–๐—ผ๐—น๐—น๐—ฒ๐—ฐ๐˜๐—ถ๐—ผ๐—ป: โ€“ Fine-Tuning: https://lnkd.in/e2iqWD7J โ€“ Assistants & Agents: https://lnkd.in/em6FBu2Q Link to the academy: https://lnkd.in/d8GK4sC4 Definitely very interesting to see that OpenAI is now also building their own learning ecosystem. ENJOY! | 58 comments on LinkedIn
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๐—ข๐—ฝ๐—ฒ๐—ป๐—”๐—œ ๐—ท๐˜‚๐˜€๐˜ ๐—น๐—ฎ๐˜‚๐—ป๐—ฐ๐—ต๐—ฒ๐—ฑ ๐˜€๐—ผ๐—บ๐—ฒ๐˜๐—ต๐—ถ๐—ป๐—ด ๐—•๐—œ๐—š โ€” ๐—ฎ๐—ป๐—ฑโ€ฆ
NotebookLM Podcast jetzt in รผber 50 Sprachen
NotebookLM Podcast jetzt in รผber 50 Sprachen
Vernรผnftige deutsche Version ist auch mit dabei ๐Ÿ˜ Yeah! Die sehr praktische Audio-Zusammenfassung von NotebookLM ist jetzt in รผber 50 Sprachen verfรผgbar und deutsch ist auch dabei. Damit bist du in der Lage verschiedene Wissensquellen in vernรผnftiger deutsche Sprache zu konsumieren. Die Qualitรคt der Aussprache und die Stabilitรคt der Stimme sind auch richtig gut. Teilweise auch so gut, dass ich es nicht 100%ig von Menschen unterscheiden kรถnnte. Google hat da einen guten Job gemacht. ๐Ÿ‘๐Ÿป ๐Ÿ”ต Auch schon vorher mรถglich, aber nicht gut Ja, auch vorher war die Audio-Zusammenfassung auf Deutsch mรถglich, wenn man den Prompt angepasst hat. Gut war die Version aber nicht und die Aussprache teilweise nicht zu gebrauchen. Mit der offiziellen Unterstรผtzung von anderen Sprachen klingt das Ganze schon wesentlich besser. ๐Ÿ”ด Wie findest du die deutsche Version? ------------------------------------------ ๐Ÿ‘‰๐Ÿป Mein KI-Newsletter: https://lnkd.in/gy42ujUE ------------------------------------------ #ki #ai #notebooklm #genai
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NotebookLM Podcast jetzt in รผber 50 Sprachen
Duolingo becoming an AI-FIRST COMPANY - nach dem viralen Post von Shopify รผberโ€ฆ
Duolingo becoming an AI-FIRST COMPANY - nach dem viralen Post von Shopify รผberโ€ฆ
Becoming an "AI-FIRST COMPANY" - nach dem viralen Post von Shopify รผber das Thema der AI-First Mentalitรคt, legt Duolingo nach und ich kann nur empfehlen die Argumente bzgl "...employees can โ€œfocus on creative work and real problems, not repetitive tasks.โ€ etc sich anzuschauen. Die mutigsten Unternehmen erkennen Wendepunkte, bevor sie offensichtlich werden. 2012 setzte Duolingo auf Mobile-First, als andere noch in Desktop-Denken gefangen waren. Heute stehen wir vor einem รคhnlichen Moment โ€“ dem KI-Paradigmenwechsel. Duolingo sieht KI nicht nur als Produktivitรคtstool, sondern als Schlรผssel zur Mission. KI skaliert Inhalte, die sonst wesentlich aufwรคndiger zu produzieren wรคren. Zum ersten Mal ist Unterricht auf dem Niveau der besten menschlichen Lehrer in Reichweite. Die klaren strukturellen ร„nderungen zeigen den echten Transformationswillen: _KI-Kompetenz als Einstellungs- und Leistungskriterium _Personalwachstum wo Automatisierung keine Option ist Am wichtigsten: Diese Transformation stellt Menschen in den Mittelpunkt. Es geht nicht darum, Mitarbeiter zu ersetzen, sondern sie von Routineaufgaben zu befreien und ihre Kreativitรคt zu entfesseln โ€“ unterstรผtzt durch Schulungen und Mentoring. In einer Zeit, in der noch so viele Unternehmen zรถgern, macht Duolingo bereits den nรคchsten Sprung. Eine kleine Erinnerung daran, dass wahre Innovatoren keine Angst vor Verรคnderung haben โ€“ sie sind diejenigen, die den Wandel willkommen heiรŸen, bevor er zur Notwendigkeit wird. Ein paar wichtigen Stellen des offiziellen Announcements hier: "AI is already changing how work gets done. Itโ€™s not a question of if or when. Itโ€™s happening now. When thereโ€™s a shift this big, the worst thing you can do is wait. ... this time the platform shift is AI. AI isnโ€™t just a productivity boost. It helps us get closer to our mission... Being AI-first means we will need to rethink much of how we work. Making minor tweaks to systems designed for humans wonโ€™t get us there. In many cases, weโ€™ll need to start from scratch. Weโ€™re not going to rebuild everything overnight, and some things-like getting AI to understand our codebase-will take time. However, we canโ€™t wait until the technology is 100% perfect. Weโ€™d rather move with urgency and take occasional small hits on quality than move slowly and miss the moment. ... Duolingo will remain a company that cares deeply about its employees. This isnโ€™t about replacing Duos with AI. Itโ€™s about removing bottlenecks so we can do more with the outstanding Duos we already have. We want you to focus on creative work and real problems, not repetitive tasks. Weโ€™re going to support you with more training, mentorship, and tooling for AI in your function. Change can be scary, but Iโ€™m confident this will be a great step for Duolingo. It will help us better deliver on our mission โ€” and for Duos, it means staying ahead of the curve in using this technology to get things done."
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Duolingo becoming an AI-FIRST COMPANY - nach dem viralen Post von Shopify รผberโ€ฆ
Just reviewed "The State of Digital Adoption 2025 - special AI Adoption" and the findings are really interesting! e.g. the AI adoption gap: 78% of executives are confident in their change approach, but only 28% of employees feel adequately trained on AI tools.
Just reviewed "The State of Digital Adoption 2025 - special AI Adoption" and the findings are really interesting! e.g. the AI adoption gap: 78% of executives are confident in their change approach, but only 28% of employees feel adequately trained on AI tools.
๐Ÿ”ฎ Where is the Future of AI-Powered Digital Adoption Foundational priorities By 2028, both executives and employees will prioritize security, efficiency, and proper infrastructure management over specific features. Evolution of DAPs Next-gen Digital Adoption Platforms are evolving to incorporate cross-application, contextual support that continuously improves through user interaction. Path to HyperProductivity Organizations that successfully implement AI while leveraging emerging technologies will achieve a state of HyperProductivity โ€“ where human capabilities and technology converge to achieve measurable gains in efficiency, innovation, and resilience. See some selected interesting pictures - or download the full report via the link in the comments. #DigitalAdoption #AITransformation #DigitalProductivity #FutureOfWork
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Just reviewed "The State of Digital Adoption 2025 - special AI Adoption" and the findings are really interesting! e.g. the AI adoption gap: 78% of executives are confident in their change approach, but only 28% of employees feel adequately trained on AI tools.