02/03/2017 | Written by: Marloes Roelands
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Imagine, you enter the office on a Monday morning and you find the robot sitting next to you. First things first. You are keen to get your morning coffee. You ask the robot: “Good morning robot, what coffee would you suggest today?” Based on what you always drink, the day of the week and today´s agenda the robot tells you: “Good morning, I would suggest that you opt for the double espresso as you still have a long Monday ahead.” Instead of remaining indecisive, you immediately feel that the strong coffee is exactly what you need … Enjoy!
Everywhere around us, we see that the cognitive partnership between people and technology will be more effective than either one alone. At an enormous scale, machines are becoming cognitive. Today they can understand, reason, learn and interact:
In short, cognitive solutions are here to augment our work.
New white paper: What will successful organizations look like in the cognitive era?
Companies are investing heavily in cognitive computing. However, instead of just “doing cognitive,” organizations can become an actual cognitive business. Our brand new white paper focuses on five people and organizational elements that need to be considered to become the cognitive business of the future:
- Visionary leadership
- Empowered SMEs
- Cognitive talent development
- A supportive operating model for cognitive
- Sense and respond
To prepare and make an organization successful in the cognitive era, visionary leaders in the organization—both by hierarchy and eximagepertise—and empowered SMEs are crucial. Talent development is also an essential element that allows employees to continuously learn and acquire new skills to quickly adapt to new ways of working. Cognitive HR solutions can support ongoing skills development and talent management. A revised operating model allows for collaboration and encompasses simplified processes and structures. Besides that, frequent “sensing and responding” enables a continuous dialogue with employees. By analyzing the data generated by employees, organizations can personalize the change journey toward cognitive.
Change management, of course, can help here, but in the current rapidly changing environment with multiple change curves for the organization, a step up in how to conduct change management is essential. IBM has adapted its change management approach to make the change journey employee-centric and put the engagement of people at its heart to drive user adoption. IBM´s new Digital Change approach includes user apps, analytics, dashboards and co-creation studios. On top of that, today’s technology enables us to leverage cognitive insights throughout the change journey.
To learn more, please contact the author of this blog, and then be sure to share with your clients.
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Lisianne Heil and Sophie de Vries