artificial managers, artificial management, managers, artificial leadership, team management automation, artificial intelligence
Automating a manager’s job is one thing, but the other side of the coin is the skills human managers need to master to cope with this automation. A few years ago, Harvard Business Review surveyed 1,770 managers in 14 countries about what skills managers need to develop in an era of widespread use of artificial intelligence. Here’s what the results of that survey are. Area 1: boring and tedious managerial activities As the first area, managers listed activities and tasks
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You have learned from previous posts that, first, in order to replace some human work, it is possible to make a film of how that work is done and then try to replace a human in it, and second, that we cannot make a film depicting cognitive activities. Managerial activities are precisely cognitive activities. Can we really not? Let’s go back to the posts in which I described what the world of a robotic manager should look like. This world
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In the previous post, I described how to create any mechanical robot to replace a given job, of course, if we can produce good enough mechanical mechanisms to simulate, for example, the actions of arms, legs, etc., and if we can equip such a robot with a human sense (for example, to judge the loudness of some phenomenon or to observe the environment). But what to do with another type of human work, which is thinking? We’re doing just fine
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I’m going to give you a simple idea on how to find out what a manager really does. The idea is so simple that you will find it unbelievable that no one has done it before. But if it’s so simple, why can’t you buy yourself a Steve Jobs? Let’s take a fairly simple example of a profession that has long been automated: the barista. This is a person who professionally selects, brews and serves coffee. Everyone knows that today
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In the previous post I described what events in the world of the artificial manager are. You could call them events in the imagination, they were somewhat abstract and theoretical. Now let’s consider what these events are realistically in the world of an organization, a company, a project. I will describe here what these events can be and why we say they are processes. This will be another piece of the puzzle for you to understand how the manager’s sense
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