Raconteur：2023年数字化转型报告（英文版）（13页）.pdf

1、14/03/2023INDEPENDEN T P U B L I C AT I O N BYR AC O N T EU R.NE TStop pretending.Live up to your true potential.Become a better leader at RDIGITAL TRANSFORMATIONDIGITAL DESIGN BRINGS UX TO THE FOREFRONT14THE PUBLIC SECTORS MODERNISATION WOES06HOW TO BUY TECH IN ASATURATED MARKET 20#0858R A C O N T

2、E U R.N E TD I G I TA L T R A N S F O R M AT I O N0302Reports editorIan Deeringi-tech companies have been among the most enthusi-astic adopters of ultra-flat management models such as hol-acracy,whereby fluid teams decide what work must be done,who will do it and even how theyll be rewarded.The unde

3、rlying idea of this ap-proach is that a conventional hierar-chy would only stifle the output of highly educated tech workers,who have an intrinsic interest in their occupation and are perfectly able to self-manage.They arent doing menial work;theyve been hired for their creative problem-solving skil

4、ls.It would be impossible for a manage-ment team lacking their technical knowledge to understand every aspect of the complex work they do.Indeed,many such professionals would probably resent being subjec-ted to top-down management.But what happens to that intrinsic interest when automation requires

5、them to start designing away a sig-nificant proportion of their work?ChatGPT has hit the headlines be-cause its responses can seem sen-tient,for instance.The technology has learnt to perform some tasks that,until now,only people could do.But this quantum leap in artificial intelligence is not necess

6、arily the biggest star in the automation show.For instance,AI-assisted robots have made a breakthrough in what was previously a bottleneck skill that is,something machines couldnt do.The first few generations of robots,such as those on production lines,performed only programmed tasks in completely p