ZEIT DES MISSTRAUENS

TEASER

Ein Plädoyer für Vertrauen in einer Zeit des Misstrauens. Vertrauen ist die Grundlage, auf der Währungssysteme aufgebaut sind. Vertrauen bildet  die Basis internationaler diplomatischer Beziehungen und ist die Grundlage für jeden Fortschritt. 

Doch was passiert, wenn das Vertrauen einmal erschüttert ist? 

Der aktuelle diplomatische Streit um einen milliardenschweren U-Boot-Vertrag, die Sorge um einen neuen kalten Krieg und der Zusammenbruch des Bretton-Woods-Systems vor genau 50 Jahren sind das Manuskript für diese maritim angehauchte französisch-amerikanische Geschichte über Geld und Vertrauen. Sie ist ein Lehrstück für unsere heutige Zeit, wo wir das Entstehen von Kryptofinanzmärkten miterleben und somit an der Schwelle zu einer neuen Form des Geldes stehen.

ZEIT DES MISSTRAUENS

von Jochen Werne

Nach dem traditionellen langen Sommerurlaub, erwacht Frankreich im September wie jedes Jahr aus dem kurzen selbst kreierten Dornröschenschlaf.  Das Leben beginnt seinen gewohnten Gang zu nehmen, auch wenn manch einer noch in Erinnerungen schwelgt und dabei vielleicht die ersten Vorboten post-Covid-sorgenfreien Lebens genießt.  Nicht so Philippe Étienne. Für ihn beginnt auf der anderen Seite des Atlantik, im für diese Zeit eigentlich malerischen Washington, der Herbst mit einem diplomatischen Gewittersturm. Ein Unwetter, das selbst für den 65-jährigen grau-melierten eloquenten Botschafter Frankreichs neu gewesen sein dürfte. 6 160 Kilometer entfernt beschließt im Élysée-Palast Président de la République Emmanuel Macron seinen Spitzendiplomaten in den USA, samt seines australischen Amtskollegen Jean-Pierre Thebault, zu Konsultationen nach Paris abzuberufen.  Der in der französisch-amerikanischen Geschichte einmalige Akt wird von Außenminister Jean-Yves Le Drian mit der „außergewöhnlichen Schwere“ einer australisch-britisch-amerikanischen Ankündigung gerechtfertigt und mit den Worten „Lüge“, „Doppelzüngigkeit“, „Missachtung“ und „ernste Krise“ eindrucksvoll unterstrichen. 

Im Mittelpunkt dieser Krise steht die überraschende Ankündigung der genannten Länder ab sofort ein strategisches trilaterales Sicherheitsbündnis (AUKUS) einzugehen. Ein Bündnis, welches auch die Beschaffung atomgetriebener U-Boote für Australien vorsieht und somit einen bereits 2016 initiierten 56 Milliarden Euro schweren französisch-australischen U-Boot- Auftrag quasi ad acta legt. Der Abschluss des Abkommens fällt in einen Zeitraum in welchem US-Präsident Joe Biden vor der UN-Generalversammlung beteuert: „Wir streben nicht – ich wiederhole: wir streben nicht – einen neuen kalten Krieg oder eine in starre Blöcke geteilte Welt an“. Über diesen sogenannten „neuen kalten Krieg“ zwischen den USA und China sprechen Experten, wie der bekannte Historiker Niall Ferguson jedoch bereits seit 2019. Es geht hierbei nicht um atomares Wettrüsten, sondern vielmehr um die Technologievorherrschaft in Cyber Security, Künstlicher Intelligenz und Quantum Computing. Auch wenn nukleargetriebene U-Boote im Zentrum des diplomatischen Disputs stehen, so stellt man im AUKUS-Abkommen doch schnell fest, dass die Zusammenarbeit in den oben genannten Feldern einer der wichtigsten Bestandteile des Vertrags ist.  Ein Ziel, welches vielleicht auch mit französischen Interessen kongruent ist. Doch geht es im Streit zwischen den alten Freunden im ersten Moment weniger um das „Was“, sondern viel mehr um das diplomatische „Wie“ – das heißt, um den Vertrauensbruch, der ausgelöst wird, wenn man enge Bündnispartner einfach vor vollendete Tatsachen stellt. Tatsachen, die sie auch finanziell und persönlich betreffen. 

Denn Geld und Vertrauen sind eng verwoben. Das Vertrauen einer Bank, dass der Gläubiger seine Schulden zurückbezahlt. Das Vertrauen eines Bürgers, dass die Währung, in der er oder sie ihre Gehälter ausbezahlt bekommt, stabil ist. Das Vertrauen eines Staates in ein Währungssystem, dass die dort getroffenen Vereinbarungen von allen eingehalten werden.  Georg Simmel bringt es in seiner „Philosophie des Geldes” so auf den Punkt: „Geld ist die vielleicht konzentrierteste und zugespitzteste Form und Äußerung des Vertrauens in die gesellschaftlich-staatliche Ordnung.“ 

Eine weiteres französisch-amerikanisches Vertrauensbruchsmelodrama mit maritimer Untermalung jährt sich in diesem Jahr zum 50. Mal. Die bewegenden Ereignisse des 6. August 1971 beschreibt Benn Steil, Senior Fellow des Council on Foreign Relations, in seinem Buch „The Battle of Bretton Woods wie folgt: „…ein Unterausschuss des Kongresses gab einen Bericht mit dem Titel  ´Action Now to Strengthen the US-Dollar` heraus, der paradoxerweise zu dem Schluss kam, dass der Dollar geschwächt werden müsse. Das Dollar-Dumping beschleunigte sich und Frankreich schickte ein Kriegsschiff, um französisches Gold aus den Tresoren der New Yorker Fed abzuholen.“ 

Diese dramatisch anmutende Geste des damaligen französischen Präsidenten Georges Pompidou im finalen Akt des Zusammenbruchs des Bretton-Woods Systems wirkt auf den ersten Blick genauso befremdlich wie der Abzug der Botschafter heute.  Die Basis jedoch ähnelt sich und lag damals wie heute in einem ebenfalls erschütterten  Vertrauen zwischen den doch so eng verwobenen großen Nationen. Ohne tiefer auf die nach dem Zweiten Weltkrieg geschaffene neue Währungsordnung mit dem US-Dollar als Ankerwährung eingehen zu wollen, ist es wichtig den im „White Plan“ offensichtlichen Grund des französischen Aufbegehrens zu verstehen. Der Plan sah vor, dass die USA den Bretton-Woods-Teilnehmerstaaten garantierten, Gold auf unbestimmte Zeit zum festen Kurs von 35 US-Dollar pro Unze kaufen und verkaufen zu dürfen. Das Dilemma dieser Regelung wurde früh sichtbar. Denn bereits Ende der 1950er Jahren überstiegen die bei ausländischen Zentralbanken befindlichen Dollarbestände die Goldreserven der USA. Als der französische Präsident Charles de Gaulle 1966 die USA aufforderte die französischen Dollarreserven gegen Gold zu tauschen, reichten die Goldvorräte der FED, nur für etwa die Hälfte. Der immer tiefer sich verankernde Vertrauensverlust zwang den amerikanische Präsidenten Richard Nixon am 15. August 1971 die nominale Goldbindung aufzukündigen und der sogenannte „Nixon-Schock“ beendete das System wie es war.

Und dort wo etwas endet kann oder wird zwangsläufig etwas Neues beginnen.

Heute leben wir in einer Welt, in der die Stabilität unserer Währung auf unserem Vertrauen in die staatliche Finanzpolitik, der Wirtschaftskraft unseres Landes und auf der guten Arbeit einer unabhängigen Zentralbank beruht. Wir leben jedoch auch in einer Zeit in der sich am dichten Horizont bereits neue Währungssysteme abzeichnen. Die Basis dafür legte 2008 nicht überraschend eine der schwersten Vertrauenskrisen in das internationale Bankensystem, die die Neuzeit erlebete. Und umgesetzt werden die neuen Systeme mit Hilfe modernster Distributed-Ledger Blockchain Technologie. Das Neue mit seinem dezentralen Charakter fordert das Alte heraus. Während viele der neuen Währungen in der Kryptowelt, wie etwa der Bitcoin, großen Schwankungen unterworfen sind, versprechen Stablecoins eine Bindung und fixe Umtauschbarkeit an einen vorhandenen Wert, wie beispielsweise den US-Dollar oder auch Gold. Die alte Bretton-Woods-Herausforderung, dieses Versprechen auch jederzeit einhalten zu können, bleibt jedoch auch in der neuen Welt bestehen. Von der New Yorker Generalstaatsanwaltschaft verhängte Strafen in Millionenhöhe gegen den größten US-Dollar Stablecoin Tether wegen nicht lückenloser Nachweisbarkeit helfen dem Vertrauen wenig, besonders wenn weniger als 3 Prozent der Marktkapitalisierung auch wirklich in US-Dollar Cash hinterlegt ist. Es gilt wie immer bei neuem, Vertrauen aufzubauen. Sei es privatwirtschaftlich durch eventuell einen zu 100% mit Zentralbankgeld hinterlegten Stablecoin oder staatlich, mit durchdachten Central Bank Digital Currencies, wie dem von der Europäischen Zentralbank geplanten digitalen Euro.

Wir leben in einer Welt immer währenden schnellen Wandels und Vertrauen ist, wie Osterloh es beschreibt, „der Wille sich verletzlich zu zeigen“. Ohne Vertrauen gibt es keine Bündnisse, kein Miteinander, keinen Fortschritt. 

Philippe Étienne war bereits nach ein paar Tagen zurück im herbstlichen Washington und arbeitet seither wieder daran wofür Diplomaten bestens ausgebildet sind – Vertrauen zu schaffen.

Quellen

Billon-Gallan, A., Kundnani, H. (2021): The UK must cooperate with France in the Indo-Pacific. A Chatham House expert comment. https://www.chathamhouse.org/2021/09/uk-must-cooperate-france-indo-pacific (Abgerufen 24.9.2021)

Brien, J. (2021): „Stablecoin ohne Stabilität“: Tether und Bitfinex zahlen 18,5 Millionen Dollar Strafe. URL: https://t3n.de/news/stablecoin-tether-bitfinex-strafe-1358197/?utm_source=rss&utm_medium=feed&utm_campaign=news (Abgerufen: 30.9.2021)

Corbet, S. (2021): France recalls ambassadors to U.S., Australia over submarine deal. URL: https://www.pressherald.com/2021/09/17/france-recalls-ambassadors-to-u-s-australia-over-submarine-deal/  (Abgerufen am 25.9.2021)

Ferguson N. (2019): The New Cold War? It’s With China. And It Has Already Begun. URL: https://www.nytimes.com/2019/12/02/opinion/china-cold-war.html (Abgerufen: 30.9.2021)

Graetz, M., Briffault, O. (2016): A “Barbarous Relic“: The French, Gold , and the Demise of Bretton Woods. URL: https://scholarship.law.columbia.edu/cgi/viewcontent.cgi?article=3545&context=faculty_scholarship S. 17 (Abgerufen 25.9.2021)

Osterloh, M., Weibel, A. (2006): Investition Vertrauen. Prozesse der Vertrauensentwicklung in Organisationen, Gabler: Wiesbaden.

Steil, B.  (2020): The Battle of Bretton Woods: John Maynard Keynes, Harry Dexter White, and the new world, S. 377 

Stolze, D. (1966): Besiegt de Gaulle den Dollar? In der ZEIT Nr. 36/1966. URL: (https://www.zeit.de/1966/36/besiegt-de-gaulle-den-dollar/komplettansicht (Abgerufen: 26.9.2021)

The Guardian Editorial (2021): The Guardian view on Biden’s UN speech: cooperation not competition URL: https://www.theguardian.com/commentisfree/2021/sep/22/the-guardian-view-on-bidens-un-speech-cooperation-not-competition(Abgerufen: 29.9.2021)

Unal, B., Brown, K., Lewis, P., Jie, Y. (2021): Is the AUKUS alliance meaningful or merely a provocation – A Chatham House expert comment. URL: https://www.chathamhouse.org/2021/09/aukus-alliance-meaningful-or-merely-provocation (Abgerufen: 24.9.2021) 

Zeit-Online (2021): Frankreich sieht Verhältnis in der Nato belastet. URL: https://www.zeit.de/politik/ausland/2021-09/u-boot-deal-frankreich-australien-usa-streit-nato-jean-yves-le-drian?utm_referrer=https%3A%2F%2Fmeine.zeit.de%2F (Abgerufen: 25.9.2021)

PODCAST: Poledify host Felix Gehm is discussing Business Transformation with Jochen Werne

HOT OFF THE TAPE: Business Transformation in the Digital Age – Insight into Practice from an Expert’s Perspective

It was a great pleasure being invited as guest to the brand new podcast format POLEDIFY. With Poledify, Felix Gehm offers insights into the routines, mindsets and habits of experts and thought leaders from a wide range of disciplines.

Find the POLEDIFY podcast HERE

POLEDIFY EPISODE #3 – DIGITAL TRANSFORMATION

Listen to the Interview HERE

CONTENT & LINKS (posted by Poledify)

Jochen Werne is Chief Development Officer and Chief Visionary Officer of Prosegur Germany. Prosegur Group is one of the leading security service providers worldwide with over 175,000 employees on five continents. Jochen Werne is, among other things, a member of the Learning Systems Platform, which advises the German government on artificial intelligence, and of the Royal Institute of International Affairs Chatham House, one of the most important think tanks in the world. Jochen was listed as one of the AI experts in Germany by Focus magazine. He is also an author, keynote speaker, internationally awarded NGO founder and specialist in business development and transformation, and international diplomacy. In 2020, the Tyto Tech Power List named him one of the 50 most influential people in the tech scene in Germany.

Topics of this episode:

What does digital transformation mean for “traditional” business sectors?
How Prosegur plans to master digital transformation
How not to be deterred by big challenges
The most important characteristics of a leader in the face of such challenges

Links and other things from the episode:
The interview between Bill Gates and Warren Buffet: shorturl.at/mGPYZ
Books:
Utopias for Realists by Rutger Bregman
Mordern Monopolies by Alex Moazed and Nicholas L. Johnson
Here you can find Jochen Werne and everything about Prosegur:
Jochen Werne LinkedIn: https://www.linkedin.com/in/jochenwerne/
Jochen Werne Website: http://jochenwerne.com/
Prosegur LinkedIn: https://www.linkedin.com/company/prosegur/
Prosegur website: https://www.prosegur.com/en/jobs
Platform Learning Systems: https://www.plattform-lernende-systeme.de/home-en.html

Questions, criticism, suggestions or anything else? Write to me!
Instagram: https://www.instagram.com/poledify/
Twitter: https://twitter.com/ThisIsFelixGehm
or simply send an email to poledify@gmail.com
Where does the fine music (intro & outro) come from?
The fine music in the intro and outro is produced by pads. Behind the artist name is Patrick, who has finally decided to record all his little songs. You can find it all here:
YouTube: bit.ly/33TOFcN
Instagram: https://bit.ly/2XWFDIm
Soundcloud: https://bit.ly/3oYQA8k

Competence NOW: The DATA LITERACY CHARTA

It is an honour to be able to support this forward-looking Data Literacy Charter, initiated by the Stifterverband, as a first signatory together with the most competent representatives from politics, education, business and science.

Jochen Werne

DATA LITERACY CHARTA

Find all original information in German > HERE / please find below a translation for English speaking audience – created with DeepL.com

The Data Literacy Charter, initiated by the Stifterverband in January 2021 and supported by numerous professional societies, formulates a common understanding of data literacy and its importance for educational processes. The charter is in line with the Federal Government’s data strategy and with the Berlin Declaration on the Digital Society.

Author and authors:
Katharina Schüller, Henning Koch, Florian Rampelt


SUMMARY
Data literacy encompasses the data skills that are important for all people in a world shaped by digitalisation. It is an indispensable part of general education.

With the Data Literacy Charter, the signatories express the common understanding of data literacy in the sense of comprehensive data literacy and its importance in educational processes. This understanding is in line with the Federal Government’s data strategy and with the Berlin Declaration on the Digital Society.

Data literacy includes the skills to collect, manage, evaluate and apply data in a critical way. If data is to support decision-making processes, it needs competent answers to four fundamental questions:

What do I want to do with data? Data and data analysis are not an end in themselves, but serve a concrete application in the real world.
What can I do with data? Data sources and their quality as well as the state of technical and methodological developments open up possibilities and set limits.
What am I allowed to do with data? All legal rules of data use (e.g. data protection, copyrights and licensing issues) must always be considered.
What should I do with data? Because data is a valuable resource, a normative claim derives from it to use it for the benefit of individuals and society.
The supporters of the Charter see data literacy as a central competence of all people in the 21st century. It is the key to systematically transforming data into knowledge.

Data literacy enables people, businesses and scientific institutions, as well as governmental or civil society organisations,

to actively participate in the opportunities offered by data use;
deal confidently and responsibly with their own and other people’s data;
to use new drivers and technologies such as Big Data, Artificial Intelligence or Internet of Things to meet individual needs, address societal challenges and solve global problems.
Data literacy strengthens judgement, self-determination and a sense of responsibility and promotes the social and economic participation of all of us in a world shaped by digitalisation.

GUIDING PRINCIPLES
Five principles characterise the importance and role of data literacy as a key competence of the 21st century.

Data literacy must be accessible to all.
Data literacy serves to promote maturity in a modern digitalised world and is therefore important for all people – not only for specialists. The aim of teaching data literacy is to ensure that each individual and our society as a whole deal with data in a conscious and ethically sound manner. Data literacy enables successful and sustainable action that is based on evidence and that takes appropriate account of uncertainty and change in our living environment. We are therefore committed to ensuring that data literacy is taught broadly and can be acquired by all people.

Data literacy must be taught throughout life in all areas of education.
Data literacy must be anchored in all formal and non-formal education sectors and thus established as part of general education. To do this, we must continuously teach learners how data relates to their respective lifeworlds: Data are digital images of real phenomena, objects and processes – this applies to all fields of application. How to collect or procure, evaluate, apply and interpret data appropriately for the respective application must be systematically learned and practised. The basic concept of data literacy and its sub-areas therefore applies across the board, even if the level of competence imparted varies depending on the educational sector and level.
In concrete terms, this requires the inclusion of data literacy in the curricula and educational standards of schools, in the curricula of degree programmes and in teacher training programmes. Learners should not only be addressed as passive consumers of data. Rather, we want to enable them to actively shape data-related knowledge and decision-making. In order to make lifelong learning of data literacy possible, data literacy programmes for extracurricular and vocational training are also needed. We advocate developing and promoting these, for example, together with adult education centres or public libraries.

Data literacy must be taught as a transdisciplinary competence from three perspectives.
Data literacy involves three perspectives: the application-related (“What is to be done?”), the technical-methodical (“How is it to be done?”) and the social-cultural (“What is it to be done for?”). We therefore want to ensure that data literacy is taught from a trans- and interdisciplinary approach. This includes
● the application-oriented perspective (for example, applications from the natural and engineering sciences, economics, medicine, psychology, sociology, linguistics, media studies and many more),
the technical-methodological perspective (for example, from the perspective of statistics, mathematics, computer science and information science),
the socio-cultural perspective (for example, reflection on legal, ethnological, ethical, philosophical as well as inequality aspects)
● as well as the perspective of teaching (for example on the part of subject didactics and educational science).

Data literacy must systematically cover the entire process of knowledge and decision-making with data.
Data literacy ensures that answers to real problems are found with the help of data in a structured and qualitative way. Data literacy therefore includes the following areas of competence:
● Using and protecting data (ability and motivation to responsibly acquire, analyse, share and obtain appropriate data and information in the context of the task at hand).
Classify data and information derived from it (ability and motivation to contextualise and interpret data and information and to critically question learning systems, such as AI applications).
● Act in a data-supported manner (open-minded attitude towards data in the sense of a data culture including insight into the role of data for evidence-based action, ability to handle data with confidence including effective communication of data-based decisions).

Data literacy must comprise knowledge, skills and values for a conscious and ethically sound handling of data.
Data literacy comprises three competence dimensions that must be mapped in all three competence areas. Each competence area is characterised by
● specific knowledge (dimension “Knowledge”),
● the skills and abilities to apply this knowledge (dimension “Skills”) and
● by the willingness to do so, i.e. the corresponding value attitude (dimension “Values”).
Data ethics is a central component of a key competence and is reflected in all sub-areas of data literacy. This means that when data is collected, managed, evaluated and used in a critical way, ethical aspects play an important role throughout. Data ethics and values contribute significantly to ensuring that not only the right means are used to solve problems with the help of data, but above all that the right goals are pursued: Data should make a sustainable positive contribution to society and therefore be used responsibly, context-sensitively and with a view to possible future consequences.

The signatories of the Data Literacy Charter will take measures to disseminate this understanding of data literacy and to further strengthen the associated competences. They call on other actors to do the same in their sphere of influence.

The initial signatories
Institutions & Initiatives (in alphabetical order)

  • Bund Katholischer Unternehmer e.V. (BKU)
  • Deutsche Arbeitsgemeinschaft Statistik (DAGStat) mit ihren 14 Mitgliedsgesellschaften und dem Statistischen Bundesamt Destatis
  • Deutscher Volkshochschul-Verband (DVV)
  • Deutsche Statistische Gesellschaft (DStatG)
  • Digitalrat der Bundesregierung
  • Europäisches Wirtschaftsforum e.V. – EWiF Deutschland
  • Federation of European National Statistical Societies (FENStatS) mit ihren 27 Mitgliedsgesellschaften und der Europäischen Zentralbank
  • FernUniversität in Hagen
  • FOM Hochschule für Oekonomie & Management
  • Hochschulforum Digitalisierung
  • Initiative for Applied Artificial Intelligence by UnternehmerTUM
  • Institute of Electrical and Electronics Engineers (IEEE), European Office
  • International Association for Statistical Education (IASE)
  • KI Bundesverband e.V.
  • KI-Campus – Die Lernplattform für Künstliche Intelligenz
  • Partnership in Statistics for the Development in the 21st Century (PARIS21) / OECD
  • RWI – Leibniz-Institut für Wirtschaftsforschung
  • Stifterverband
  • Technische Universität Dortmund
  • Weltethos-Institut | An-Institut der Universität Tübingen
     

Individuals (in alphabetical order)

Regina Ammicht Quinn, Dorothee Bär, Thomas K. Bauer, Manfred Bayer, Jörg Bienert, Felicitas Birkner, Vanessa Cann, Thomas M. Deserno, Roman Dumitrescu, Johanna Ebeling, Florian Ertz, Andrea Frank, Gerd Gigerenzer, Jessica Heesen, Ulrich Hemel, Norbert Henze, Burghard Hermeier, Wolfgang Heubisch, Oliver Janoschka, Johannes Jütting, Claudia Kirch, Volker Knittel, Henning Koch, Ralf Klinkenberg, Annegret Kramp-Karrenbauer, Alexander Knoth, Beate M. Kreiner, Sebastian Kuhn, Monique Lehky Hagen, Andreas Lenz, Andreas Liebl, Anna Masser, Volker Meyer-Guckel, Antje Michel, Ralf Münnich, Dominic Orr, Ada Pellert, Martin Rabanus, Walter J. Radermacher, Philipp Ramin, Florian Rampelt, Richard K. Frhr. v. Rheinbaben, Peter Rost, Philipp Schlunder, Harald Schöning, Katharina Schüller, Rainer Schwabe, Andrea Stich, Sascha Stowasser, Renata Suter, Georges-Simon Ulrich, Daniel Vorgrimler, Jochen Werne, Johannes Winter

The hallmark of an open society is that it promotes the unleashing of people’s critical faculties, and the Data Literacy Charter, in this best sense, promotes the much-needed creation of data literacy for all areas of our digital society

Jochen Werne

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