Whitepaper: Introduction of AI systems in companies

Design approaches for change management

About this whitepaper
This paper was prepared by the Work/Qualification, Human-Machine Interaction working group of the Learning Systems Platform. As one of a total of seven working groups, it examines the potentials and challenges arising from the use of artificial intelligence in the world of work and life. The focus is on questions of transformation and the development of humane working conditions. In addition, it focuses on the requirements and options for qualification and lifelong learning as well as starting points for the design of human-machine interaction and the division of labour between man and technology.

Original published in German. Translation made by Deepl.com

Authors:
Prof. Dr.-Ing. Sascha Stowasser, Institut für angewandte Arbeitswissenschaft (ifaa) (Projektleitung)
Oliver Suchy, Deutscher Gewerkschaftsbund (DGB) (Projektleitung)
Dr. Norbert Huchler, Institut für Sozialwissenschaftliche Forschung e. V. (ISF-München) Dr. Nadine Müller, Vereinte Dienstleistungsgewerkschaft (ver.di)
Dr.-Ing. Matthias Peissner, Fraunhofer-Institut für Arbeitswirtschaft und Organisation (IAO) Andrea Stich, Infineon Technologies AG
Dr. Hans-Jörg Vögel, BMW Group
Jochen Werne, Prosegur Cash Services Germany GmbH
Authors with guest status:
Timo Henkelmann, Elabo GmbH
Dr.-Ing. habil. Dipl.-Tech. Math. Thorsten Schindler, ABB AG Corporate Research Center Germany
Maike Scholz, Deutsche Telekom AG
Coordination:
Sebastian Terstegen, Institut für angewandte Arbeitswissenschaft (ifaa) / Dr. Andreas Heindl, Geschäftsstelle der Plattform Lernende Systeme / Alexander Mihatsch, Geschäftsstelle der Plattform Lernende Systeme

The introduction of artificial intelligence (AI) in companies offers opportunities and potential both for employees, for example in the form of relief through AI systems, and for companies, for example in the form of improvements in work processes or the implementation of new business models. At the same time, the challenges in the use of AI systems must – and can – be addressed and possible negative accompanying implications dealt with. The change in the companies can only be mastered together. All in all, it is a matter of shaping a new relationship between people and technology, in which people and AI systems work together productively and the respective strengths are emphasised.
Change management is a decisive factor for the successful introduction of AI systems as well as the human-centred design of AI deployment in companies. Good change management promotes the acceptance of AI systems among employees, so that the potential of new technologies can be used jointly for all those involved, further innovation steps can be facilitated and both employees and their representatives can be made the shapers of technological change.


The participation of employees and their representatives makes a significant contribution to the best possible design of AI systems and the interface between man and machine – especially in terms of efficient, productive work organisation that promotes health and learning. Early and process-oriented participation of employees and co-determination representatives is therefore an important component for the human-centred design and acceptance of AI systems in companies.


The introduction of artificial intelligence has some special features which also have an impact on change management as well as on the participation of employees including the processes of co-determination in the company. The authors of the working group Work/Qualification, Human-Machine-Interaction pursue with this white paper the goal to sensitize for the requirements of change management in Artificial Intelligence and to give orientation for the practical implementation of the introduction of AI systems in the different phases of the change process:


Phase 1 – Objectives and impact assessment: In the change processes for the introduction of AI systems, the objective and purpose of the applications should be defined from the outset with the employees and their representatives and information on the functioning of the AI system should be provided. On this basis, the potential of the AI systems and the possible consequences for the company, the organisation and the employees can then be assessed. A decisive factor for the success of a change process is the involvement of the employees and the mobilisation for the use of new technologies (chapter 2.1).


Phase 2 – Planning and design: In a second step, the design of the AI systems themselves is the main focus. This is primarily concerned with the design of the interface between man and AI system along criteria for the humane and productive implementation of man-machine interaction in the working environment. Of particular importance here are questions of transparency and explainability, of the processing and use of data and of analysis possibilities by AI systems (including employee analysis) as well as the creation of stress profiles and the consideration of employment development (Chapter 2.2).


Phase 3 – Preparation and implementation: The AI systems must also be integrated in a suitable way into existing or new work processes and possibly changed organisational structures. This means preparing employees for new tasks at an early stage and initiating the necessary qualification measures. It is also important to design new task and activity profiles for employees and to adapt the work organisation to a changed relationship between man and machine. A helpful instrument in the introduction of AI systems are pilot projects and expert phases in which experience can be gathered before a comprehensive introduction and possible need for adaptation with regard to AI systems, qualification requirements or work organisation can be identified (Chapter 2.3).


Phase 4 – Evaluation and adaptation: After the introduction of the AI systems, a continuous review and evaluation of the AI deployment should take place in order to ensure possible adaptations with regard to the design of the applications, the organisation of work or the further qualification of the employees. In addition, the regular evaluation of AI deployment can make use of the experience of the employees and initiate further innovation processes – both with regard to the further improvement of (work) processes and with regard to new products and business models – together with the employees as designers of change (Chapter 2.4).


These practice-oriented requirements are aimed at all stakeholders involved in change processes and are intended to provide orientation for the successful introduction of AI systems in companies. In addition, these requirements should also inspire the further development of existing regulations – for example in legislation, social partnership or standardisation – and thus enable an employment-oriented, flexible, self-determined and autonomous work with AI systems and promote the acceptance of AI systems.

New Springer book co-authorship: “Artificial Intelligence meets Homo Sapiens“ in CRM GOES DIGITAL

It has been a privilege contributing as co-author for the fifth time to an inspiring book project. “CRM goes digital“ has been initiated by Dr. Martin Stadelmann, Mario Pufahl and David Lauch and is part of the Springer Gabler Edition Sales Excellence book series (ESE)

Artificial Intelligence meets Homo Sapiens – Possible applications and limits of artificial intelligence

Author: Jochen Werne

Werne J. (2020) Artificial Intelligence meets Homo Sapiens – Einsatzmöglichkeiten und Grenzen Künstlicher Intelligenz. In: Stadelmann M., Pufahl M., Laux D. (eds) CRM goes digital. Edition Sales Excellence. Springer Gabler, Wiesbaden

Abstract

A special encounter. Algorithms developed by humans meet everything that man and nature embody – from industrial processes to our very own behaviour. A race between countries and companies has begun to decide the enormous potential of AI and its impact on our consumer behavior, as well as on our society. However, despite all the euphoria, it is important to understand the topic, its possible applications and also its limitations well, so as not to succumb to the danger of losing oneself in technology-believing magic.

About the book: CRM goes digital

Consistent customer orientation and digital transformation lead to completely new approaches in management: the focus is on omnichannel or mobile CRM concepts, big-data and social media instruments, and automation. But what does this mean in concrete terms for marketing, sales and service? What effects does digitalization have on product and service optimization or on sales management and customer loyalty? How can methodical customer orientation contribute to an improvement in sales performance? Answers to these and other questions are provided by the contributions from science and practice in this book. The authors illuminate the requirements and possible solutions of CRM systems along the concept of the customer journey using selected industry examples. They provide concrete recommendations for action and offer managers and users from customer-oriented business areas valuable orientation aids for the implementation of digital customer management.

From the content
CRM: strategies, organisation, controlling and employees
Concepts in digitisation
Best Practices in CRM: Case studies of customer-centric companies
Topics of CRM research

SZ-Interview: Digitalisierung & New Work – Braucht es noch Finanzberater?

Es war ein Vergnügen im SZ-Interview über das Thema Digitalisierung, New Work und die Veränderungen im Berufsbild des Finanzberaters zu diskutieren.

EinEn Monat nach Erscheinen des Artikels von SZ-Autor Marcel Grzanna und inmitten der Corona-Krise ist das Thema New Work aktueller denn je.

Der vollständige Artikel findet sich hier https://www.sueddeutsche.de/karriere/finanzen-banken-vermoegen-berater-digitalisierung-1.4830194

Handelsblatt Webinar – Managing Corona

Handelsblatt Managing Corona Webinar
YOU CAN‘T GO AGAINST THE SEA
mit Jochen Werne

Fr. 3 April – 16.30

Register for free at https://veranstaltungen.handelsblatt.com/managing-corona/content-piece/you-cant-go-against-the-sea/

Heading to the sea –
Planung trifft Realität
What to do when the storm hit you –
Vom Lock-down zum Lock-On
Finding new routes
Die neue Realität in einer Welt beschleunigter Transformation

PANEL: Can we drive revenue whilst creating a positive social impact?

Those who put the customer at the heart of their data strategy, will be those who come out on top. With the increasing focus on customer experience, engagement and targeting, how can we continue to commercialise data and drive revenue with the customer in mind? And if we take a step back, are we truly making a positive social impact with our data?

Looking forward discussing about the question, if we can drive revenue whilst creating positive social impact at the Big Data & AI World in London

Natalie Turner & Jochen Werne discussing business transformation at the TechWeek Frankfurt

Natalie Turner, Host of disruptive LIVE and Jochen Werne, CDO/CVO of Prosegur Cash Services, Germany in a lively discussion about the different aspects of change in companies and society. The interview touches aspects of fear and consciousness by giving examples reaching from Shakespeare to the Age of Enlightenment and our modern times of exponential technologies and artificial intelligence.

Find the full interview on DisruptiveLIVE, HERE

History lessons for a digital future: Why are our times comparable to the 1450’s?

On Tuesday, November 5, 2019, Managing Director Dr. Stefan Hirschmann and his team from VÖB-Services organised an inspiring BANKENNETZWERK networking event “Digitisation and digital competence in banks” with an auditorium of 70 banking professionals.

Bankennetzwerk am 5.10.2019 im Holiday in Düsseldorf Digitalisierung und Digitalkompetenz Foto und Copyright Bernd Schaller Kiefernstr. 18 40233 Düsseldorf www.schallerfoto.de info@schallerfoto.de 00491776769111

Learning from history is crucial to understand the current societal changes triggered by technological progress. It‘s the basis to be able to make smart strategic decisions in a fundamentally changing business environment.

Some examples in the keynote referring to Professor Niall Ferguson‘s inspiring book „The Square and the Tower“. Enjoy some of his insights here

Bankennetzwerk am 5.10.2019 im Holiday in Düsseldorf Digitalisierung und Digitalkompetenz Foto und Copyright Bernd Schaller Kiefernstr. 18 40233 Düsseldorf www.schallerfoto.de info@schallerfoto.de 00491776769111

See more impressions HERE

Digital Summit 2019

It’s a great pleasure supporting on October 28, this year’s DIGITAL SUMMIT together with other experts from the “Platform Learning Systems, the Platform for Artificial Intelligence” #DigitalGipfel19 #platformeconomy

The Digital Summit (previously the National IT Summit) and the work that takes place between the summit meetings form the central platform for cooperation between government, business, academia and society as we shape the digital transformation. We can make best use of the opportunities of digitisation for business and society if all the stakeholders work together on this.

The National IT Summit was renamed the Digital Summit in 2017. This was to take account of the fact that digitalisation comprises not only telecommunications technology, but the process of digital change in its entirety – from the cultural and creative industries to Industrie 4.0.

The Digital Summit aims to help Germany to take advantage of the great opportunities offered by artificial intelligence whilst correctly assessing the risks and helping to ensure that human beings stay at the heart of a technically and legally secure and ethically responsible use of AI

The Digital Summit looks at the key fields of action within the digital transformation across ten topic-based platforms. The platforms and their focus groups are made up of representatives from business, academia and society who, between summit meetings, work together to develop projects, events and initiatives designed to drive digitalisation in business and society forward. The Summit will serve to present the results of the work that has been done in the past, to highlight new trends and discuss digital challenges and policy approaches.

Looking forward moderating the Panel Discussion on “Digital Platforms for new AI-based Services”

Handelsblatt: How Artificial Intelligence can make banking more efficient

by Katharina Schneider – Handelsblatt, 21 August 2019

“It has been inspiring discussing with Katharina Schneider about AI and the future of the financial sector and being quoted in her article among other experts as Prof. Andreas Dengel (DFKI), Dirk Elsner (DZ Bank) and Nils Beier (Accenture) . Read the original article here

Jochen Werne

Frankfurt The interplay between artificial intelligence and the financial sector in Great Britain will soon be very vivid: from 2021, the portrait of Alan Turing will adorn the new 50 pound notes. The scientist is known for his early research on computer technology. (translated with DeepL.com)

Read the original article here

Artificial intelligence in the financial sector

It has been pleasure being guest author for the DIGIPRAKTIKER, Finanz Colloquium Heidelberg.

What role does the human factor play in times of exponential technological progress?

Author: Jochen Werne, Director Business Development, Product Management, Treasury and Payment Services at Bankhaus August Lenz & Co. AG

I. Introduction

The only constant in history was, is and remains change. Gutenberg’s invention of the printing press in 1450 was a milestone on the timeline of human development. Today we still take note of this invention, which was considered an innovation at that time, but we have long lived surrounded by smartphones and cloud applications, in which we can store the most private information and retrieve it from anywhere in the world. Today’s change is being driven by a veritable digital revolution.

Digital change already has fundamental consequences for individuals and their lifestyles, but it is developing its full potential when it comes to interacting with our social environment. In times of smart robotics and maturing systems in relation to artificial intelligence, the question arises again and again what role humans play on the stage of these technologies. Is he …

Read the full article by clicking here and being forwarded to the DigiPraktiker