Transcript
A (0:00)
So there's a lot of noise about AI, but time's too tight for more promises. So let's talk about results. At IBM, we work with our employees to integrate technology right into the systems they need. Now a global workforce of 300,000 can use AI to fill their HR questions, resolving 94% of common questions, not noise. Proof of how we can help companies get smarter by putting AI where it actually pays off. Deep in the work that moves the business. Lets create smarter business.
B (0:29)
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C (1:03)
If you follow markets, you know the value of long term thinking. You plan, you diversify, you prepare for volatility. But even the best strategies can't prevent every bad day. For more than 75 years, Cincinnati Insurance has helped individuals and businesses navigate tough moments with with expertise, personal attention and independent agents who focus on relationships, not transactions. The Cincinnati Insurance companies let them make your bad day better. Find an agent@cin fin.com hi everyone, it's Francine from Leaders.
D (1:42)
I hope everyone enjoyed the podcast with Melinda Gates, the first one of the series. I hope you subscribed to the new podcast but also shared it with friends. Next week we speak to George El Hadri, the chief executive of HSBC was a really wide ranging conversation about how you tell employees that they're on a performance review. How do you take some of those really difficult decisions when you have so many people that depend on you? We also talked about AI. Here's a taster of that conversation. The full interview will be released next week. If you're a young kid today and you want to get into banking, what do you study?
E (2:18)
Let me try to answer it with two prongs approach the first one gen AI specific right? We now rolled to 170,000 of our colleagues internal productivity tools that can materially improve their capabilities of reading documents, reading emails, writing documents, emails querying, challenging thought process 170,000 of our employees. I mean soon all the way to the 200 plus thousand employees, of course I will be monitoring usage, I'll be monitoring super usage. Those will be the most kind of influencing among their colleagues to drive the utilization. But utilization is not optional because that's how people remain very relevant in the future workforce five years down the road. But we're using Genai in wealth, we're using Genai in markets, we're using Genai in contact centers, we're using Genai of course in technology. Now 30,000 of our technologists, engineers are enabled with Genai. The speed at which we're able to patch for say core weaknesses or kind of vulnerabilities is 10 times faster already now than it was the case last year. 10 times. And we're not talking in 12 months. In 12 months we're not talking some productivity in five years, we're talking productivity already here. This is hugely transformational, so you can imagine how important it is. Now I go back to the first part of your question, Francine is what are the skills that are needed for banks? I would say there is no one particular skill that's going to be critical, but it is going to be the ability to learn. Because you can come in the bank coming from an engineering background, from a technology background, from an accounting background. But once you're in the bank, your career, the customer's expectation are such that you're going to have to continuously learn. And if you think you know it all, then there is no place for those you know in an evolving landscape. Today, the most important learning capability is how to best embrace gen AI and innovation in general.