12 Opportunities for HR in 2025: Thriving People, Thriving Organisation
This quote, most commonly attributed to Sun Tzu, aptly captures the essence of the 2020s as we reach the halfway point of what has been a turbulent decade thus far. The chaos element has been to the fore with a global pandemic, geopolitical tension, and economic uncertainty leading to an increasingly complex and volatile business environment. Sprinkle in the rapid advances in technology and artificial intelligence, then it’s not hard to see why 45% of CEOs believe their company will not be viable in ten years if it stays on its current trajectory (1).
Here comes the opportunity element. For the HR profession, there’s a strong case to be made this perfect storm has accelerated the transformation of the field from a support function to a strategic partner to the C-suite and the board. Josh Bersin argues that the chief people officer may now be the most important C-suite role of them all (2). Certainly, the opening words of Deloitte’s latest Global Human Capital Trends report encapsulates that many of the major challenges organisations face have people topics at their heart (3):
We’re operating in a world where work is no longer defined by jobs, the workplace is no longer a specific place, many workers are no longer traditional employees, and human resources is no longer a siloed function
Herein lies the opportunity for chief people officers: to align people strategy, analytics and technology to enable company growth, lead transformation both for the business and the function, act as the steward for ethical AI (4), and upskill HR professionals. Thriving people, thriving organisation.
During the 10+ years I’ve been publishing this annual look at the year ahead, it has evolved from a framing of predictions or trends to opportunities, given that much of what follows will likely take years to play out. As ever, the 2025 opportunities are informed by the research and work we do at Insight222 (5), interviews with guests on the Digital HR Leaders podcast (6), conversations with leaders in the field and market analysis. References are numbered throughout, and a comprehensive list with links is included at the end.
Get involved – what should opportunities #11 and #12 be?
Readers may note that the title and accompanying image indicate 12 opportunities, whereas only ten are outlined. That is because – as was the case in previous years - I’m keen to crowdsource the final two opportunities from readers. What other opportunities should be included? Please let me know in the comments section below, and I’ll add my favourite two to an updated version in January.
THE 2025 OPPORTUNITIES FOR HR
Ten opportunities for HR to realise in 2025…
1. Cultivating the thriving organisation
Ask not what your people can do for you, but ask instead what you can do for your people
A 2024 study by McKinsey estimates that the total global opportunity for optimising employee health and wellbeing could be up to $11.7 trillion (7). Numerous studies, including by Oxford University, find a strong positive relationship between employee wellbeing and firm financial performance (8). Indeed, according to Accenture, companies that take a people-centric approach could create $10.3 trillion in economic value (9). When people thrive, organisations thrive. Yet, employee burnout levels remain at an all-time high (10, 11). This presents an opportunity for HR to flip the script and, to paraphrase President John F. Kennedy, ask not what your people can do for you, but ask instead what you can do for your people. By focusing on creating value for employees and helping them to thrive, companies can create a virtuous cycle whereby employee outcomes enhance organisational outcomes and vice-versa (12, 13). For example, one PwC study found that making investments in 11 key areas of employee experience can yield savings equivalent to 12.6% of revenues (14). While Deloitte reports that the organisations that score highest on treatment of their workforce had a 2.2% higher five-year return on equity (15). Reimagining work as a product (16), becoming a listening organisation focused on turning employee feedback into action (17), as well as using people analytics to measure how wellbeing, purpose, learning, and attrition connect to business outcomes (18, 19), are three ways to create value. If successful in this mission, HR could elevate the function from its traditional role as a cost centre to a true value creation centre, while creating a fairer, healthier, and more humane organisation (20). What could be a bigger and better opportunity than that?
An organization that views its employees as its most important resource can maximize its return on talent (21)
FIG 1: Thriving stars have an outsize influence on organisations (Source: McKinsey)
2. Transforming HR into a strategic partner
The CHRO must transform the HR team, moving from the “service delivery” model to an HR team of consultants, problem-solvers, and analysts. (22)
With CEOs increasingly demanding more from HR and with data and AI enabling the transformation of HR into a more strategic, value-added and insight-driven function (23, 24), chief people officers have the opportunity to elevate HR from its traditional role as a support function into a true strategic partner (25). Six areas to consider are: i) Rethinking the HR operating model. Nearly two-thirds of companies have done so in the past two years (26). There’s certainly no shortage advice (27 – see FIG 2, 28, 29, 30). ii) Putting people analytics at the right-hand of the CHRO.Our research at Insight222 finds that a strong connection with the people analytics leader together with combining people strategy and analytics enhances the credibility and impact of the CHRO with the board (31, 32), as does embedding it as part of the HR service model (33). iii) Reimagining key HR roles and processes through automation toincrease the focus on high-value strategic work (34, 35). iv) Prioritising high-impact use cases for deploying AI across HR programs and the employee lifecycle (36, 37). v) Identifying future skills and capabilities of HR professionals together with a strategy to close any gaps. vi) Leading on the development of ethical and responsible AI policies and enablement programs (38) – and never forgetting the ‘H’ in HR.
FIG 2: Assessment of Ten Dimensions of HR Effectiveness (Source: The RBL Group)
3. Setting the agents to work
We're using AI in three broad categories: recommendations, assistants, and agents. This is transforming our HR function. (39)
The topic du jour is agentic AI – the next frontier of generative AI (40). Gartner predicts that by 2028, at least 15% of day-to-day work decisions will be made autonomously through agentic AI, up from 0% in 2024 (41). Josh Bersin believes that agentic AI will change the HR tech stack and make our HR roles easier (42, 43). The likes of SAP (Joule), Workday (Illuminate) and ServiceNow (AI Agents) have already launched tools (44). Early use cases in HR are also emerging such as HiRO, a digital worker, IBM has used to save 50,000 hours in its quarterly promotion process (45, 46). From what I’ve learned in the last few months (and I’m still learning about this too), agentic AI – in essence a shift from Large Language Models to Large Action Models - provides a huge opportunity to rapidly accelerate HR’s progress from support function to strategic partner. Some suggestions for chief people officers to prepare: i) stay informed with the latest developments by keeping in touch with your peers, enterprise and HR tech partners, ii) identify and prioritise potential use cases, iii) upskill and prepare your team, iv) double down on ethics, privacy and responsible AI (47, 48, 49). One additional recommendation is to engage your people analytics team. Our research at Insight222 identified that AI strategy for the HR function is increasingly coming under the auspices of the people analytics leader (50). Moreover, this is also seeing the people analytics leader in some companies taking on a wider portfolio for disciplines such as HR tech and digital transformation, people strategy and operations (51, 52, 53).
FIG 3: A System of Agents (Source: Foundation Capital)
4. Elevating hybrid from where to how
What we need isn’t an office mandate—it’s a ‘collaboration mandate.’ (54)
There’s still too much focus on where people work rather than how work gets done. Despite executives being 3x more likely to say the how is more important (55). Indeed, with more than 90% of companies having hybrid workers (56) and with employees working remotely on average more than 25% of the time (57) it’s time to elevate the conversation from an office to a collaboration mandate (58). HR has an opportunity to lead the redesign of work through conducting experiments and collecting data to learn how work is getting done, and how employees are feeling (59). The shift to hybrid has been one of the key factors driving growth in people analytics (60). The body of published research is growing with several studies finding that in comparison to their fully in-person or remote colleagues, hybrid workers have higher wellbeing (61), engagement (62) and retention but no difference in collaboration and innovation (63). Additional research provides guidance on when in-person matters (64), making the office a magnet not a mandate (65), cultivating culture (66), fostering trust (67), and focusing on outcomes (68 – FIG 4) including broadening how we measure productivity (69). Hybrid is here to stay, so let’s make hybrid work – for companies, and for workers – and let’s follow the science rather than the headlines (70).
FIG 4: Focus on Productivity, Not Physical Presence (Source: Brian Elliott)
5. Investing in a people analytics “A Team”
In “A” Teams, people analytics is embedded in the people strategy. “A” Teams regularly and dynamically prioritise their work according to the needs of the C-suite and the business agenda (71)
People analytics is now widely acknowledged as an organisational imperative (72), with chief people officers recognising that they need data and insights to gain traction with the board (73). Recent studies by Deloitte (74), Josh Bersin (75) and PwC (76), as well as our own fifth annual Insight222 People Analytics Trends study (77), all show significant growth in people analytics. Yet, together, they also highlight that most organisations are still only scratching the surface of what is possible. Only 10% of the 348 companies that participated in the Insight222 study are defined as “A” Teams (see FIG 4). Our research – and experience of working directly with over 100 organisations through the Insight222 People Analytics Program® – finds virtually all “A” Teams play a key role in defining the people strategy and effectively align their work to the most important business priorities accordingly (78), echoing other studies (79, 80). Additionally, chief people officers can realise more value with people analytics by focusing on: i) Improving the adoption and consumption of people data and insights by employees and managers. ii) Using intelligent automation to personalise analytics solutions. iii) Measuring the value of people analytics, working closely with finance (81). Success istarts with the right people analytics leader (82), who should be executive influencers, consultants, storytellers and marketeers. The role of the people analytics leader continues to evolve, and chief people officers should carefully consider the type of leader they need (83, 84). People analytics - and the ability to drive actions with insights – is the silver thread to unlock and realise all the opportunities outlined in this article, and a critical element of the drive to make HR more evidence-based (85). Remember, as Jonathan Ferrar and I wrote in our book, Excellence in People Analytics:
People Analytics is not about HR. People Analytics is about the business (86, 87).
FIG 5: Insight222 Leading Companies in People Analytics model (Source: Insight222)
6. Making workforce planning strategic
Strategic workforce planning is a perennial challenge. Although the core principles are not new, the urgency to act has increased, and the availability of data-driven insights has changed the competitive landscape (88)
Strategic workforce planning (SWP) is essentially a systematic and data-led approach for an organisation to ensure it has the right workforce to achieve its business objectives (89). With the speed and extent of change arising from the fifth industrial revolution, talent shortages and the shift to skills, SWP has arguably never been so important. It is consistently cited as a top three priority for people leaders (90, 91), a challenge compounded by studies suggesting that only 15% of organisations currently practice SWP (92). Our research at Insight222 finds a growing number of companies – 50% in a 2024 study - combine SWP with people strategy and analytics (93). These companies are more successful in connecting their SWP activities to their business priorities (94), have a better view of their future talent needs, and the strategies to close any gaps (95). Four other steps to increase success with SWP are: i) Aligning SWP efforts with business strategy (96, 97 – see example from Merck Group in FIG 6) including prioritising business critical roles and skills (98); ii) Bringing together people, business and external data to get the full picture (99); iii) Connecting SWP to other talent capabilities such as internal mobility, recruiting and learning (100); and, iv) Measuring the impact of workforce planning activities and linking these to business outcomes (101).
FIG 6: How Merck prioritises SWP needs by relevance and actionability (Source: Gartner)
7. Orchestrating skills for Impact
A cultural shift to skills-first approaches needs both sponsorship from executives and governance from human-resources professionals (102)
While ‘skills’ has been an opportunity for HR for several years, the topic continues to gather momentum. Skills gaps and shortages are one of the most pressing concerns for companies (103). Rapid advances in technology only exacerbate the challenge (104), with 44% of workers’ skills expected to be disrupted by 2028 (105) and reskilling workers a primary objective for many companies (106). Consequently, one study reports that 90% of companies are experimenting with a skills-based approach (107). Why? Because becoming skills-based can lead to greater agility, resilience, and flexibility in the face of rapid change (108). EPAM, which has adopted a skills-based approach for 30 years, believes it catalyses its business agility and enables the company to attract, develop and retain some of the best tech talent in a highly competitive market (109). Meanwhile, Standard Chartered has generated over 1,700 gigs and $6m of productivity from its initial talent marketplace pilot in India (110, 111) and has also calculated that reskilling and redeploying internal talent generates a saving of $49,000 per role versus hiring externally (112). We are continually learning more about what drives success in this space including at companies such as Ericsson (113), J&J (114, 115), IBM (116), Google (117), Mastercard (118) and Lloyds Banking Group (119). Some steps to consider: i) Do your homework – shifting to a skills-based approach is not cheap or easy, make sure there is a business problem to solve (120, 121, 122 – see FIG 7). ii) Experiment – a skills-based approach will likely not be right for every role in your company. Focus on critical roles, start with a pilot and an executive sponsor (123). iii) Focus on data quality – data is the foundation on which your skills initiative will succeed or fail (124). iv) Get your people analytics team involved – our research at Insight222 finds that 50% of people analytics teams are supporting their company in becoming skills-based (125). v) Communicate the value and use skills as the glue to connect recruiting, learning, mobility, compensation and workforce planning together.
FIG 7: Skills-based talent management strategy, business outcomes can guide your actions (Source: Gartner)
8. Turning up the volume on diversity, equity, inclusion and belonging
The backlash against DEI is out of sync with the opinions held by the most important set of stakeholders: your employees (126)
Some companies – particularly in the US – are backtracking on diversity, equity, and inclusion (DEI) commitments. The Society for Human Resource Management (SHRM) even inexplicably decided to drop the ‘E’ from its IED framework, despite this flying in the face of years of research on DEI in the workplace (127, 128). This is an opportunity for HR to lead the fightback and protect the networks of people engaged in DEI work (129). It was certainly good to hear L’Oreal CHRO Jean Claude Le Grand on the main stage at UNLEASH declare that “DEI is not a trend. DEI is part of our DNA (130).” In 2025, despite fears about what Trump’s second term could mean for DEI (131), let’s hope we hear more chief people officers – especially those based in the US – making similar declarations, and backing it up with action. They will be helping their companies if they do. Firstly, because DEI programs are getting more popular with employees, not less (132) and help organisations attract, retain and engage talent (133). Secondly, research finds DEI, particularly at the leadership level, is connected to financial performance, innovation, and societal impact (134). Thirdly, incorporating DEI practices into core business planning can provide a competitive edge (135). People analytics has an important role to play in measuring DEI efforts and connecting them to outcomes (136) including using advanced analytics to get deeper insights on belonging (137), inclusion (138) and psychological safety (139). Indeed, our own research at Insight222 finds, for the fourth consecutive year, that DEI is one of the top three areas where people analytics is adding the most business value (140). While some companies pause or roll back their DEI programs, those that stay the course and redouble their efforts will drive organisational performance. So, let’s turn up the volume to maximum on DEI in 2025 and beyond.
FIG 8: The business case for diversity on executive teams and financial outperformance
9. Advancing social capital
If ‘human capital’ is about what an individual knows, ‘social capital’ is about how well positioned that individual is to use what they know to get work done.
Social capital represents the next frontier for HR in gaining a deeper understanding of what drives individual, team and organisational effectiveness. As Michael Arena explains, if ‘human capital’ is about what an individual knows, ‘social capital’ is about how well positioned that individual is to use what they know to get work done. (141). The study of social capital is not new. Indeed, the likes of Arena and Rob Cross have been doing this work for decades – and specialist firms such as Worklytics, Cognitive Talent Solutions, Polinode and Innovisor have grown by specialising in this field. But like a lot of the 2025 opportunities presented here, a combination of the pandemic, the rise of distributed and hybrid work, and advances in technology mean that the need for analysing social capital and the ability to do so have increased dramatically. We can see this in the passive element of employee listening programs, which enables organisations to combine active data from surveys with passive data to understand the impact of topics such as hybrid working, meetings, and focus time on outcomes such as wellbeing, collaboration, innovation, productivity and attrition (142,143,144,145,146, 147, 148). Other use cases for network data exist to support work around topics as diverse as: M&A (149), performance (150), DEIB (151, 152), skills mapping (153), team effectiveness (154) and the identification of key influencers (155). For those looking to get started with a pilot, I recommend identifying a specific business problem to solve, getting a business sponsor, keeping the scope manageable, involving your IT and privacy team (and works council if appropriate), and considering partnering with a vendor (156).
FIG 9: Organization network analysis can help uncover collaboration within an organization (Source: Deloitte)
10. Enabling the HR professional of the future
41% of chief people officers wish they had had greater depth in people analytics prior to assuming their roles (157)
If HR is to become a true strategic partner to the business, then we must upskill ourselves, focusing on developing competencies that create value (158, 159). Chief people officers need to invest in attracting and developing HR professionals with the vision, agility and business acumen to navigate an everchanging landscape, raising the technology and analytical expertise of the function (160). Let’s take one area where the function needs to upskill that I know well from the work we do at Insight222 around improving the data literacy of HR professionals (161). Our research highlights five key skills to elevate data of literacy for HR: i) consulting, ii) influencing stakeholders, iii) interpreting data, iv) building recommendations from insights, and v) storytelling (162). While there has been steady progress with 58% of companies (163) now saying they have a data driven culture in HR (up from 42% in 2021), there is still some way to go – and the opportunities afforded by AI make it even more important for HR professionals to acquire these skills. Tellingly, this is an area of development for senior HR leaders too with 41% of chief people officers wishing they had had greater depth in people analytics prior to assuming their roles (164). With Insight222 research also finding that role-modelling of people data and analytics by the chief people officer and HR leadership team is paramount for the improvement of data literacy across the HR function overall (165), this is an opportunity that chief people officers can ill afford to squander. The HR function will continue to evolve with new roles emerging (166). We need to take the ethos of continuous learning that we advocate for the rest of the organisation and apply it to ourselves in HR.
FIG 10: Example of a learning journey Insight222 delivers to HR leaders, BPs and professionals (see here)
FIG 11: 13 HR Jobs of the Future (Source: Jeanne Meister)
References
(1) PwC 27th Annual Global CEO Survey: Thriving in an age of continuous reinvention (PwC 2024)
(2) Josh Bersin Why Is It So Hard To Be A Chief HR Officer (CHRO)? (Josh Bersin 2024)
(3) 2024 Global Human Capital Trends: Thriving beyond boundaries – Human performance in a boundaryless world (Deloitte 2024)
(4) Ravin Jesuthasan, CFA, FRSA Miriam Daucher Alexandra Zea - The future of human resources: Who will care for the human at work? (Mercer 2024)
(5) Insight222 Research Homepage (Insight222)
(6) Digital HR Leaders Podcast Homepage (Insight222)
(7) Jacqui Brassey, PhD, MA, MAfN ?️ (née Schouten) Lars Hartenstein Barbara Jeffery Dr. Patrick Simon Working nine to thrive (McKinsey 2024)
(8) Jan-Emmanuel De Neve Micah Kaats George Ward Workplace Wellbeing and Firm Performance (University of Oxford 2023)
(9) Ellyn Shook Paul Daugherty, Work, workforce, workers: Reinvented in the age of generative AI (Accenture 2024)
(10) Dawn Klinghoffer Katie Kirkpatrick-Husk PhD - With Burnout on the Rise, What Can Companies Do About It? (MIT SMR 2023)
(11) @Jacqui Brassey Erica Hutchins Coe Martin Dewhurst Kana Enomoto Renata Giarola Brad Herbig Barbara Jeffery, Addressing employee burnout: Are you solving the right problem? (McKinsey Health Institute 2022)
(12) Susan Cantrell Jen Fisher Joanne Stephane Jason Flynn Amy Fields Yves Van Durme, When people thrive, business thrives: The case for human sustainability (Deloitte 2024)
(13) Jacqui Brassey, PhD, MA, MAfN ?️ (née Schouten), Aaron De Smet, Emily Field, Taylor Lauricella Brooke Weddle, To defend against disruption, build a thriving workforce (McKinsey 2024)
(14) Bastiaan Starink Jan Willem Velthuijsen - What every HR leader needs to show the CFO (PwC 2023)
(15) Cantrell et al (see 11)
(16) Eric Anicich Dart Lindsley, Reimagining Work as a Product (HBR, 2024)
(17) Ethan Burris Benjamin Thomas Ketaki Sodhi, PhD Dawn Klinghoffer , Turn Employee Feedback into Action (HBR 2024)
(18) Brassey et al (see 10)
(19) Peter Cappelli Ranya Nehmeh, HR’s New Role (HBR 2024)
(20) Vincent Bérubé Ben Fogarty Neel Gandhi Rahul Mathew Marino Mugayar-Baldocchi Charlotte Seiler, Increasing your return on talent: The moves and metrics that matter (McKinsey 2024)
(21) Berube et al (see 20)
(22) Bersin (see 2)
(23) Julie Bedard, Katie Lavoie, Renée Laverdière, Allison Bailey, Vinciane Beauchene, and Jens Stefan Baier, How Generative AI will Transform HR (BCG 2023)
(24) Volker Jacobs, Squaring the Circle: Why the old promise of P&O transformation –more for less – can finally be fulfilled (TI PEOPLE 2024)
(25) Bersin (see 2)
(26) Marc Effron, It’s (Still) the Mortar not the Bricks (Talent Strategy Group 2024)
(27) Dave Ulrich Joe Grochowski Norm Smallwood Joe Hanson Ernesto Uscher, What Makes an Effective HR Function? (LinkedIn, 2023)
(28) Sandra Durth Neel Gandhi Asmus Komm Florian Pollner – HR’s new operating model (McKinsey 2022)
(29) Kraig Eaton Susan Cantrell Kim Eberbach Julie Duda, From function to discipline: The rise of boundaryless HR (Deloitte 2024)
(30) Josh Bersin Kathi Enderes, The Definitive Guide to Human Resources: Systemic HR (2023)
(31) Naomi Verghese Jonathan Ferrar Jordan Pettman, Building the People Analytics Ecosystem: Operating Model v 2.0 (Insight222 2024)
(32) Jay Dorio How CHROs Can Drive Strategic Influence with People Analytics: Insights from Rabobank’s Janine Vos (myHRfuture 2024)
(33) Jaap Veldkamp - Positioning People Analytics into the HR Service Model: A Path to Sustainable Impact (2024)
(34) Nickle LaMoreaux David Green ??, How IBM Uses AI to Transform Their HR Strategies (Digital HR Leaders podcast episode 2024)
(35) Ravin Jesuthasan, CFA, FRSA Helen White Kate Bravery Jason Averbook Todd Lambrugo – Generative AI will transform three key HR roles (Mercer 2023)
(36) Bedard et al (see 23)
(37) Josh Bersin Job Task Re-Engineering With AI: A Massive Opportunity Ahead (2024)
(38) Jesuthasan et al (see 4)
(39) LaMoreaux and Green (see 34)
(40) Lareina Yee Michael Chui Roger Roberts Stephen Xu, Why agents are the next frontier of generative AI (McKinsey 2024)
(41) Gartner Identifies the Top 10 Strategic Technology Trends for 2025 (2024)
(42) Josh Bersin AI Agents, The New Workforce We’re Not Quite Ready For (Agentic AI) (2024)
(43) Joanne Chen Jaya Gupta, A System of Agents brings Service-as-Software to life (2024)
(44) Felipe Jara, HR - Let's Prepare for a Big Wave of Multi-Agents AI Systems (2024)
(45) LaMoreaux, Green (see 34)
(46) Jon Lester A Future for HR (IBM, 2024)
(47) Jason Averbook, AI Agents: The Next Frontier in HR Technology, and, How AI Agents are Revolutionizing HR—and How to Get Ready (2024)
(48) Lars Schmidt Agents of (Massive) Change: How AI Agents Are Poised to Alter Work (LinkedIn Talent Blog, 2024)
(49) Anshul Sheopuri Lucrecia Borgonovo, At the inflection of AI and HR: How we’re equipping employees for the AI era (Mastercard, 2024)
(50, 51) Verghese, et al (see 31)
(52) Richard Rosenow From Data to Strategy: The New Role of Workforce Systems Leaders in Transforming HR (One Model, 2024)
(53) Andrés García Ayala People analytics at the heart of AI’s successful workplace adoption (2024)
(54) Michael Arena Philip Arkcoll, The collaboration mandate: Does returning to the office improve innovation? (PEX, 2024)
(55) Annie Dean, Lessons Learned: 1,000 Days of Distributed at Atlassian (Atlassian, 2024)
(56) Debra Clark, Hybrid Working Trends (The HR Director, 2024)
(57) Jose Maria Barrero Nick Bloom Shelby Buckman Steven J. Davis – SWAA December 2024 Updates (WFH Research, 2024)
(58) Arena, Arkcoll (see 54)
(59) Lynda Gratton, Redesigning How We Work (HBR 2023)
(60) Insight222, What Are The Five Trends Shaping People Analytics in 2024? (myHRfuture, 2024)
(61) Heidi Grant Ginnie Carlier Frank Giampietro, Using Data to Design Your Hybrid Work Policies
(62) Heidi Manna David Green ??, How to Create a Flexible Work Model That Enhances Inclusion and Employee Experience (Digital HR Leaders podcast episode)
(63) Nick Bloom James Liang Ruobing Han, One Company A/B Tested Hybrid Work. Here’s What They Found (HBR 2024)
(64) Dawn Klinghoffer Karen Kocher Maryleen Emeric Leal Jared Spataro, In the Changing Role of the Office, It’s All about Moments That Matter (Microsoft 2023)
(65) Kelly Jones, Unlocking the Power of Hybrid Work: 5 Guiding Principles from Cisco's 3-Year Study Article | White Paper | Executive Summary
(66) Michael Arena Andras Vicsek John Golden, Ph.D. Scott Hines, PhD, Cultivating Culture in a Hybrid Context
(67) Alexandra Camp Phil Kirschner Laura Pineault Dr. Patrick Simon, Hybrid can be healthy for your organization—when done right
(68) Brian Elliott, Return-to-Office Mandates: How to Lose Your Best Performers (MIT SMR 2024)
(69) Lynda Gratton - Seven Truths About Hybrid Work and Productivity MIT SMR 2024)
(70) Marc Effron , Above the Fray: What We Know About How WFH and Hybrid Affect Work
(71) Jonathan Ferrar Naomi Verghese Madhura Chakrabarti, PhD, Harnessing Data for Growth: The Impact of People Analytics (Insight222, 2024)
(72) Eric Lesser Peter DeBellis Marc Solow, 2023 High-Impact People Analytics Research (Deloitte, 2024)
(73) Shari Chernack Jonathan Gordin, 2024 Voice of the CHRO: Maximizing HR effectiveness in a changing landscape (Mercer, 2024)
(74) Lesser et al (see 72)
(75) Josh Bersin, People Analytics, A Complex Domain, Is About To Be Transformed by AI (2024)
(76) PwC Saratoga, Saratoga Annual Benchmarking Report 2024 (PwC, 2024)
(77, 78) Ferrar et al (see reference 71)
(79) Dave Ulrich Harrison James, Human Capability and Stakeholder Value: Updating the Organization Guidance System (LinkedIn, 2024)
(80) Thomas Hedegaard Rasmussen, Mike Ulrich Dave Ulrich - Moving People Analytics From Insight to Impact (Sage Journals, 2023)
(81) Jasmine Panayides, Partnering with Finance to Drive Greater Business Impact with People Analytics (myHRfuture, 2024)
(82) Patrick Coolen, The 10 golden rules for establishing a people analytics practice (LinkedIn, 2024)
(83) Verghese et al (see 31)
(84) Rosenow (see 52)
(85) Rob Briner David Green ??, What is Evidence Based HR and Why is it Important? (Digital HR Leaders podcast episode, 2024)
(86) Jonathan Ferrar David Green ??, Excellence in People Analytics (Kogan Page Publishing, 2021)
(87) David Green ??, A History of People Analytics in Five Ages (LinkedIn, 2021)
(88) Jens Stefan Baier, Vinciane Beauchene, Julie Bedard, Jean-Michel Caye, Dr. Philipp Kolo, Fang Ruan, Alexander Alonso, PhD SHRM-SCP, Anthony Ariganello, Kai H. Helfritz, Bob Morton, Chartered CCIPD, Lucas van Wees, Wilson Wong - Creating People Advantage: Set the Right People Priorities for Challenging Times (BCG, 2023)
(89) Adam Gibson Nicola Oldroyd, Agile Workforce Planning (Strategic Workforce Planning, Best Practices and Emerging Directions, Oxford University Press, 2024)
(90) Baier et al (see 88)
(91) Kate Bravery Joana Silva Jens Peterson, 2024 Global Talent Trends (Mercer, 2024)
(92) Mark Whittle Liana Passantino, PhD Maggie Schroeder-O’Neal, Top 5 Priorities for HR Leaders in 2025 (Gartner, 2024)
(93) Verghese et al (see 31)
(94) Laura Wright Shubert David Green ??, How MetLife Made a Success of their Strategic Workforce Planning (Digital HR Leaders podcast, 2022)
(95) Alex Browne David Green ??, Nestlé's 4B Methodology to Strategic Workforce Planning (Digital HR Leaders podcast, 2023)
(96) Alicia Roach, Chris Hare David Green ??, How to Democratise Strategic Workforce Planning (Digital HR Leaders podcast, 2023)
(97) Whittle et al (see 92)
(98) Rebecca Thielen and David Green ??, Microsoft's Key to Strategic Workforce Planning Success (Digital HR Leaders podcast, 2024)
(99) Jeroen Van Hautte ?, How unlocking skills lies in capturing business data (TechWolf, 2023)
(100) Brian Heger, Enabling Strategic Workforce Planning Through Skills, Artificial Intelligence, and Internal Talent Marketplace (Strategic Workforce Planning, Best Practices and Emerging Directions, Oxford University Press, 2024)
(101) Jonathan Ferrar, How to Build a Workforce Planning Strategy that Delivers Business Value (myHRfuture, 2021)
(102) World Economic Forum and PwC, Putting Skills First: Opportunities for Building Efficient and Equitable Labour Markets (World Economic Forum, 2024)
(103) Baier et al (see reference 88)
(104) MIT SMR Connections and Mercer, Strategic Shift: Skills-Powered Organizations in the Age of AI (MIT, 2024)
(105) Attilio Di Battista, Sam Grayling, Elselot Hasselaar, Till Alexander Leopold, Ricky LI, Mark Rayner and Saadia Zahidi – The Future of Jobs Report 2023 (World Economic Forum, 2023)
(106) Anish Lalchandani and David Green ??, The Four Reskilling Principles Every HR Leader Should Know (Digital HR Leaders podcast episode, myHRfuture, 2024)
(107) Susan Cantrell, Michael Griffiths, Robin Jones, and Julie Hiipakka - The skills-based organization: A new operating model for work and the workforce (Deloitte, 2022)
(108) Allan Schweyer, Barbara Lombardo, PhD, Matt Rosenbaum and Peter Sheppard, The Long but Rewarding Journey to Becoming a Skills-Driven Organization (The Conference Board, 2024)
(109) Sandra Loughlin, PhD and David Green ??, Building a Skills-Based Organisation: Lessons from a 30-Year Journey (Digital HR Leaders podcast episode, myHRfuture, 2024)
(110) World Economic Forum and PwC (see reference 102)
(111) Ravin Jesuthasan, CFA, FRSA and Tanuj Kapilashrami, The Skills-Powered Organization: The Journey to the Next Generation Enterprise (MIT Press, 2024)
(112) Tanuj Kapilashrami, Michael Fraccaro, Tamla Oates-Forney, and David Green ??, CHRO Panel: Delivering against the transformation imperative (Gloat, 2024) – see extract
(113) Schweyer et al (see reference 108)
(114) Nick van der Meulen, Olgerta Tona, and Dorothy Leidner, Resolving Workforce Skills Gaps with AI-Powered Insights (MIT, 2024)
(115) Christina Norris-Watts, Doug Shagam, and David Green ?? - How Johnson & Johnson are Scaling Their Skills-Based Approach to Talent (Digital HR Leaders podcast episode, myHRfuture, 2023)
(116) Lamoreaux and Green (see reference 34)
(117) Bo Cowgill, Jonathan Davis, Pablo Montagnes, Patryk Perkowski and Bettina Hammer - How to Design an Internal Talent Marketplace (Harvard Business Review, 2023)
(118) Michael Fraccaro and David Green ??, How Mastercard is Using AI to Drive Employee Success and Leadership Growth (Digital HR Leaders podcast episode, myHRfuture, 2024)
(119) Lara Wainwright, Duncan Reynell and David Green ??, How Digital Transformation Fuels Skills and EX at Lloyds Banking Group (Digital HR Leaders podcast episode, myHRfuture, 2024)
(120) Marc Effron, Is the Juice Worth the Squeeze? Questions About Becoming a Skills-based Organization (The Talent Strategy Group , 2024)
(121) Jaejin Lee, Skill-based Transformation: “Don't Start with Skills, Start with Work!” (LinkedIn, 2024)
(122) Gartner, Skills-based talent management strategy, business outcomes can guide your actions – Gareth Flynn, LinkedIn post (Gartner, 2024)
(123) Mikaël Wornoo? and David Green ??, How to Use Skills Data to Solve Business Challenges Digital HR Leaders podcast episode, myHRfuture, 2024)
(124) Sandra Loughlin, PhD, Seven Elements of Skills Data Quality (LinkedIn, 2024)
(125) Verghese et al (see reference 31)
(126) Brian Elliott, How to Stand Up When It Comes to Diversity, Equity, and Inclusion (MIT Sloan Management Review, 2024)
(127) Enrica Ruggs and Oscar Holmes IV, Why Dropping the E in DEI Is a Mistake (Harvard Business Review, 2024)
(128) Josh Bersin, DEI Attacked by SHRM, Civility In The Workplace, And The ROI of AI (Josh Bersin, 2024)
(129) Lori Nishiura Mackenzie, Sarah Soule, Shelley J. Correll, and Melissa C. Thomas-Hunt, How DEI Can Survive This Era of Backlash (Harvard Business Review, 2024)
(130) David Green ??, Key Learnings from Unleash World 2024 (LinkedIn, 2024)
(131) Kenji Yoshino, David Glasgow, and Christina Joseph, What Trump’s Second Term Could Mean for DEI (Harvard Business Review, 2024)
(132) Elliott (see reference 126)
(133) BCG, It’s Time to Highlight the Business Opportunity of DEI Initiatives (BCG, 2024)
(134) Dame Vivian Hunt, Sundiatu Dixon-Fyle, Celia Huber, Maria del Mar Martinez, Sara Prince, and Ashley Thomas - Diversity matters even more: The case for holistic impact (McKinsey, 2023)
(135) Quinetta Roberson, How Integrating DEI Into Strategy Lifts Performance (MIT Sloan Management Review, 2024)
(136) Lily Zheng, To Make Lasting Progress on DEI, Measure Outcomes (Harvard Business Review, 2023)
(137) Shujaat Ahmad, Real Measures that Matter for Real Change on DEIB (Diversity, Equity, Inclusion, and Belonging) (Belong & Lead, 2024)
(138) Serena H. Huang, Ph.D., DEI Funding Cuts? You Need Data Analytics and AI More Than Ever (LinkedIn, 2024)
(139) Henrik Bresman and Amy Edmondson, Research: To Excel, Diverse Teams Need Psychological Safety (Harvard Business Review, 2022)
(140) Ferrar et al (see reference 71)
(141) Michael Arena, Leveraging Social Capital (HR Exchange Network, 2018)
(142) Klinghoffer et al (see reference 64)
(143) Rob Cross, Mike Benson, Jack Kostal, PhD, and RJ Milnor, Collaboration Overload is Sinking Productivity (Harvard Business Review, 2021)
(144) Arena et al (see reference 66)
(145) Michael Arena, Adaptive Space (McGraw Hill, 2018)
(146) Rob Cross, Beyond Collaboration Overload (Harvard Business Review Press, 2021)
(147) Rob Cross and Karen Dillon, The Microstress Effect (Harvard Business Review Press, 2023)
(148) Michael Arena and David Green ??, What the Impact of Distributed Work on Organisational Networks Tells Us About the Future of Talent Management, (Digital HR Leaders podcast episode, myHRfuture, 2024)
(149) Francisco Marin, 5 Ways ONA Creates Value in Mergers and Acquisitions, (LinkedIn, 2020)
(150) Maya Bodan, Don Miller, Susan Cantrell, Gary Parilis, and Carissa Kilgour, Harnessing organization network analysis (ONA): Measure workforce performance and optimize strategies (Deloitte, 2024)
(151) Inga Carboni, Andrew Parker, and Nan Langowitz, Mapping Exclusion in the Organization (MIT Sloan Management Review, 2021)
(152) Jonathan Ferrar and David Green ??, How Can Passive ONA Highlight the Impact of Relationships on Diversity and Inclusion? (MyHRfuture, 2021)
(153) Lee (see reference 121)
(154) Michael Arena and Philip Arkcoll, Enabling High-Velocity Teams (HR Exchange Network, 2024)
(155) Jeppe Vilstrup Hansgaard, How to Rethink Change with the Three Percent Rule (Innovisor, 2019)
(156) Manish Goel and David Green ??, The Role of Network Analytics (ONA) in Ensuring Team Collaboration and Well Being (myHRfuture, 2020)
(157) Jonathan Gordin, Shari Chernack, Karen Shellenback, and Yamile Bruzza, Evolving the CHRO role in a rapidly changing world of work (Mercer 2023)
(158) Dave Ulrich, Update on HR Business Partner Model Continuing Evolution and Relevance (LinkedIn, 2024)
(159) Dave Ulrich, Patrick Wright, Mike Ulrich, Erin Wilson Burns, Do you want to be more effective as an HR professional? Here’s how (The RBL Group, 2021)
(160) Chernack and Gordin (see reference 67)
(161) Insight222 Building a Data-Driven Culture in HR, Immersive Learning Experiences, (Insight222, 2024)
(162) Naomi Verghese, Jonathan Ferrar - Upskilling the HR Profession: Building Data Literacy at Scale (Insight222, 2023)
(163) Ferrer et al (see reference 71)
(164) Gordin et al (see reference 157)
(165) Naomi Verghese Why is Role-modelling by the CHRO and HRLT Essential for Building Data Literacy in HR? (myHRfuture, 2023)
(166) Jeanne C M. 13 HR jobs of the future (HR Executive, 2024)
A selection of other 2025 HR predictions, opportunities and trends
There are a plethora of other resources documenting predictions, opportunities and trends for HR and the future of work in 2025 including (in alphabetical order):
Alexandra Nawrat, Five New Year’s resolutions for HR leaders in 2025
Andrew Spence, Beyond Prediction: Shaping Your Work Story in an Uncertain World - Andrew walks through seven dominant narratives on the Future of Work - from 'Dataism' to the 'Singularity' via 'Job Destruction.'
Daniel Zhao, Glassdoor Worklife Trends 2025 - includes data showing that Gen Z will make up 1 in 10 managers in 2025.
Gartner, Top 5 Priorities for HR Leaders in 2025
The Institute for Corporate Productivity (i4cp), 2025 Priorities & Predictions
Jen Colletta, 5 CHROs share what’s topping their 2025 HR strategy agenda - includes Melissa Werneck highlighting the HR's role as the ambassador for the responsible implementation of generative AI at work.
LinkedIn, Global Talent Trends
Dr. Solange Charas and Stela Lupushor, Crystal Balls and Cold Reality: HR Predictions for 2025
Steve Hunt, A guide to HR predictions, trends, and forecasts
Visier Inc., Embracing the AI Driven Workforce: 5 Workforce Trends for 2025
Unlock the potential of your people analytics function through the Insight222 People Analytics Program
ABOUT THE AUTHOR
David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 100 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021.
MEET ME AT THESE EVENTS
I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in early 2025:
January 21 - People Analytics in Italy: Insights from Research and Practice with Martha Curioni and Aizhan Tursunbayeva, PhD, GRP (VIRTUAL - Register here)
January 23 - The Strategic Outlook for People Analytics in 2025 with Ian Cook and Dawn Klinghoffer (WEBINAR - Register here)
February 26-27 - People Analytics World, Zürich
April 29-30 - People Analytics World, London
More events will be added as they are confirmed.
AI agents
2024年12月19日
AI agents
AI Agents, The New Workforce We’re Not Quite Ready For (Agentic AI)Josh Bersin 刚刚谈到：AI代理人的兴起标志着工作方式的一次革命。这些AI代理人不仅仅是工具，而是未来的团队成员。从开发培训课程到管理招聘过程，AI代理人的能力正被企业系统广泛利用。科技领袖和投资者对此展现出了极大的兴趣和投资。企业需要为这种变革做好准备，包括安全性和管理实践的更新。
我们一起来看下，英文原文附录链接在最后！
AI智能体，新一代劳动力，我们还没有做好准备
智能体正在到来，智能体正在到来。
如果你关注AI技术市场，你就会知道，最近有很多关于“智能体AI”的讨论。换句话说，我们的AI助手开始拥有更多自主能力。不再只是回答问题和写诗，它们现在可以代表我们“做事情”。
这正是长久以来预测的AI下一个大趋势。埃里克·施密特最近谈到了这一点，微软也在讨论，像Mayfield这样的投资者正在投入资金。而这种演变确实将彻底革新我们的系统。
可以这样想：“大语言模型”是我们过去两年一直在学习的内容，它们现在正逐步转变为“大行动模型”。智能体不仅仅会回答问题，它还会为我们做事情。
消费场景是无穷无尽的：为我预订航班，为我买票，向我的朋友发送电子邮件。但在商业领域，这种转变将颠覆并破坏我们的许多企业系统。它还将改变我们工作的方式、管理的方式以及我们对团队的思考方式。
考虑我们与供应商讨论的两个HR用例。
学习与发展（L&D）AI智能体
想象一下，你指示一个L&D AI智能体“为我们的销售人员创建一个15分钟的课程，以教授他们如何定位我们的新产品”。AI智能体将根据你的输入（课程时长、目标受众等），向主题专家发送电子邮件，视频记录他们的评论和专业知识，整合新产品信息，构建课程，并将其发送给L&D负责人进行验证。作为经理，你可以审查课程，并指示智能体收紧信息或添加更多主题，课程将重新创建，然后你可以说“可以上线了”。智能体随后会将课程发布到学习管理系统（LMS）中，向所有销售人员群发电子邮件，并开始监控学习活动。几小时后，智能体会运行分析，并向经理反馈进展情况。
是的，这在今天完全可能。而且很快就会启动。
再来看第二个例子。
招聘AI智能体
人才招聘负责人收到了大量关于高级软件工程师的职位要求。她指示招聘AI智能体开始搜索。智能体询问招聘人员的地点偏好、职位级别选择、薪资范围和技能要求，然后开始工作。智能体扫描LinkedIn和其他招聘工具，查看ATS中的现有候选人，同时也查看所有内部员工的合格技能。智能体随后优化这份名单，创建一个“面试候选人短名单”，并回到招聘负责人那里征求意见。在就地点和薪资范围达成一致后，智能体返回并向这些候选人发送了一封富有吸引力的电子邮件，并附上一个视频面试门户链接，让他们进行面试。面试被录制下来，AI智能体使用面试智能工具来评估和筛选候选人，询问他们的时间安排，并为他们安排现场面试。在此过程中，AI智能体会查看他们的背景，搜索社交媒体，查看他们的各种联系，并可能查看他们的GitHub等平台和其他凭证，然后为每位候选人创建一个档案。
这些智能体很快就会出现，对我们许多人来说，它们看起来和感觉上会像“员工”一样。我们将不得不对它们进行培训、入职和指导。随着它们在各自的角色中“成熟”并成长，我们将它们连接到更多的系统、更多的人和更多的数据上。
Lattice的首席执行官萨拉·富兰克林大约一个月前实际上提出了这个概念，尽管遭到了反对声音，但我认为她是对的。这些智能体实际上将属于组织结构图的一部分。我们的工作将是管理它们，确保它们的安全，并监督它们的安全性。
还有更多内容即将到来
虽然感觉像科幻小说，但这一切正在发生。而且它不仅将改变我们的HR技术堆栈，还将改变整个企业技术格局，也让我们的HR角色变得更加轻松。
原文来自: https://joshbersin.com/2024/09/agentic-ai-ai-agents-the-new-workforce-were-not-quite-ready-for/
AI agents
2024年09月06日
AI agents
101 real-world gen AI use cases from the world's leading organizations在过去一年半的时间里，生成式人工智能（AI）在企业领域的应用迅速发展。Google Cloud的Next活动中展示了超过300家组织如何利用AI推动企业转型。这些企业已经从简单的问答助手，发展到能够进行预测和采取行动的AI代理，进一步扩展其业务功能和提升效率。
具体来说，AI代理在以下几个关键领域表现出显著的效益：首先是客户服务，AI能够帮助企业更好地理解和满足客户需求；其次是员工赋能，通过自动化日常任务和优化工作流程，AI提升了工作效率；在创意构思和生产领域，AI助力企业快速生成创新的解决方案；数据分析方面，AI通过高效处理和解析大数据，支持决策制定；在编码创建方面，AI简化了开发流程，提高了代码质量；最后在网络安全领域，AI加强了数据保护和风险管理。
这些应用不仅提高了生产力和操作效率，还极大地改善了客户体验和企业的创新能力。AI的多模态能力，即在文本、语音、视频等多种通信模式中的应用，使其能够更全面地满足不同行业的需求。通过这些先进的技术，企业正在开创一个智能、高效和互联的新时代。
我们一起来看看，是否有参考？
Since generative AI first captured the world’s attention a year and a half ago, there’s been a vigorous discussion about what, exactly, the new technology is best used for. While we all enjoyed those early funny chats and witty limericks, we’ve quickly discovered that many of the biggest AI opportunities are clearly in the enterprise.
Our customers and partners at Google Cloud have found real potential for creating new processes, efficiencies, and innovations with generative AI. For proof, look no further than the 300-plus organizations who are featured at this week’s Next event in Las Vegas.
In a matter of months, organizations like these have gone from AI helping answer questions, to AI making predictions, to generative AI agents. What makes AI agents unique is that they can take actions to achieve specific goals, whether that’s guiding a shopper to the perfect pair of shoes, helping an employee looking for the right health benefits, or supporting nursing staff with smoother patient hand-offs during shifts changes.
In our work with customers, we keep hearing that their teams are increasingly focused on improving productivity, automating processes and modernizing the customer experience. These aims are now being achieved through the AI agents they’re developing in six key areas: customer service; employee empowerment; creative ideation and production; data analysis; code creation; and cybersecurity.
These special capabilities are made possible in large part by the new multimodal capacity of generative AI and AI foundation models, which allow agents to handle tasks across a range of communications modes, including text, voice, video, audio, code, and more. With human support, agents can converse, reason, learn, and make decisions.
The hundreds of customers who joined us at Next ‘24 to showcase and discuss early versions of their AI agents and gen-AI solutions have come to rely on Google Cloud technologies that include our AI infrastructure, Gemini models, Vertex AI platform, Google Workspace, and Google Distributed Cloud. We were also joined by more than 100 partners supporting the creation of AI agents and AI solutions, which you can read about in detail.Here’s a snapshot of how 101 of these industry leaders are putting AI into production today, creating real-world use cases that will transform tomorrow.
Similar to great sales and service people, customer agents are able to listen carefully, understand your needs, and recommend the right products and services. They work seamlessly across channels including the web, mobile, and point of sale, and can be integrated into product experiences with voice and video.
ADT is building a customer agent to help its millions of customers select, order, and set up their home security.
Alaska Airlines is developing a personalized travel search experience using advanced AI techniques, creating hyper-personalized recommendations that engage customers early and foster loyalty through AI-generated content.
Best Buy is using Gemini to launch a generative AI-powered virtual assistant this summer that can troubleshoot product issues, reschedule order deliveries, manage Geek Squad subscriptions, and more; in-store and digital customer-service associates are also gaining gen-AI tools to better serve customers anywhere they need help.
The Central Texas Regional Mobility Authority is using Vertex AI to modernize transportation operations for a smoother, more efficient journey.
Etsy uses Vertex AI training to optimize their search recommendations and ads models, delivering better listing suggestions to buyers and helping sellers grow their businesses.
Golden State Warriors are using AI to improve the fan experience content in their Chase Center app.
IHG Hotels & Resorts is building a generative AI-powered chatbot to help guests easily plan their next vacation directly in the IHG One Rewards mobile app.
ING Bank aims to offer a superior customer experience and has developed a gen-AI chatbot for workers to enhance self-service capabilities and improve answer quality on customer queries.
Magalu, one of Brazil’s largest retailers, has put customer service at the center of its AI strategy, including using Vertex AI to create “Lu’s Brain” to power an interactive conversational agent for Lu, Magalu's popular brand persona (the 3D bot has more than 14 million followers between TikTok and Instagram).
Mercedes Benz will infuse e-commerce capabilities into its online storefront with a gen AI-powered smart sales assistant. Mercedes also plans to expand its use of Google Cloud AI in its call centers and is using Vertex AI and Gemini to personalize marketing campaigns.
Oppo/OnePlus is incorporating Gemini models and Google Cloud AI into their phones to deliver innovative customer experiences, including news and audio recording summaries, AI toolbox, and more.
Samsung is deploying Gemini Pro and Imagen 2 to their Galaxy S24 smartphones so users can take advantage of amazing features like text summarization, organization, and magical image editing.
The Minnesota Division of Driver and Vehicle Services helps non-English speakers get licenses and other services with two-way real-time translation.
Pepperdine University has students and faculty who speak many languages, and with Gemini in Google Meet, they can benefit from real-time translated captioning and notes.
Sutherland, a leading digital transformation company, is focused on bringing together human expertise and AI, including boosting its client-facing teams by automatically surfacing suggested responses and automating insights in real time.
Target uses Google Cloud to power AI solutions on the Target app and Target.com, including personalized Target Circle offers and Starbucks at Drive Up, their curbside pickup solution.
Tokopedia, an Indonesian ecommerce leader, is using Vertex AI to improve data quality, increasing unique products being sold by 5%.
US News saw a double-digit impact in key metrics like click-through rate, time spent on page, and traffic volume to its pages after implementing Vertex AI Search.
IntesaSanpaolo, Macquarie Bank, and Scotiabank are exploring the potential of gen AI to transform the way we live, work, bank, and invest — particularly how the new technology can boost productivity and operational efficiency in banking. Watch the session to learn more.
Employee agents help workers be more productive and collaborate better together. These agents can streamline processes, manage repetitive tasks, answer employee questions, as well as edit and translate critical communications.
Avery Dennison empowered their employees with generative AI to enable secure, flexible, and borderless collaboration for enhanced productivity to drive growth.
Bank of New York Mellon built a virtual assistant to help employees find relevant information and answers to their questions.
Bayer is building a radiology platform that will assist radiologists with data analysis, intelligent search, and to create documents that meet healthcare requirements needed for regulatory approval. The bioscience company is also harnessing BigQuery and Vertex AI to develop additional digital medical solutions and drugs more efficiently.
Bristol Myers Squibb is transforming its document processes for clinical trials using Vertex AI and Google Workspace. Now, documentation that took scientists weeks now gets to a first draft in minutes.
BenchSci develops generative AI solutions empowering scientists to understand complex connections in biological research, saving them time and financial resources and ultimately bringing new medicine to patients faster.
Cintas is using Vertex AI Search to develop an internal knowledge center for customer service and sales teams to easily find key information.
Covered California, the state’s healthcare marketplace, is using Document AI to help improve the consumer and employee experience by automating parts of the documentation and verification process when residents apply for coverage.
Dasa, the largest medical diagnostics company in Brazil, is helping physicians detect relevant findings in test results more quickly.
DaVita leverages DocAI and Healthcare NLP to transform kidney care, including analyzing medical records, uncovering critical patient insights, and reducing errors. AI enables physicians to focus on personalized care, resulting in significant improvements in healthcare delivery.
Discover Financial helps their 10,000 contact center representatives to search and synthesize information across detailed policies and procedures during calls.
HCA Healthcare is testing Cati, a virtual AI caregiver assistant that helps to ensure continuity of care when one caregiver shift ends and another begins. They are also using gen AI to improve workflows on time-consuming tasks, such as clinical documentation, so physicians and nurses can focus more on patient care.
The Home Depot has built an application called Sidekick, which helps store associates manage inventory and keep shelves stocked; notably, vision models help associates prioritize which actions to take.
Los Angeles Rams are utilizing AI across the board from content analysis to player scouting.
McDonald’s will leverage data, AI, and edge technologies across its thousands of restaurants to implement innovation faster and to enhance employee and customer experiences.
Pennymac, a leading US-based national mortgage lender, is using Gemini across several teams including HR, where Gemini in Docs, Sheets, Slides and Gmail is helping them accelerate recruiting, hiring, and new employee onboarding.
Robert Bosch, the world's largest automotive supplier, revolutionizes marketing through gen AI-powered solutions, streamlining processes, optimizing resource allocation, and maximizing efficiency across 100+ decentralized departments.
Symphony, the communications platform for the financial services industry, uses Vertex AI to help finance and trading teams collaborate across multiple asset classes.
Uber is using AI agents to help employees be more productive, save time, and be even more effective at work. For customer service representatives, they’ve launched new tools that summarize communications with users and can even surface context from previous interactions, so front-line staff can be more helpful and effective
The U.S. Dept. of Veterans Affairs is using AI at the edge to improve cancer detection for service members and veterans. The Augmented Reality Microscope (ARM) is deployed at remote military treatment facilities around the world. The prototype device is helping pathologists find cancer faster and with better accuracy.
The U.S. Patent and Trademark Office has improved the quality and efficiency of their patent and trademark examination process by implementing AI-driven technologies.
Verizon is using generative AI to help teams in network operations and customer experience get the answers they need faster.
Victoria’s Secret is testing AI-powered agents to help their in-store associates find information about product availability, inventory, and fitting and sizing tips, so they can better tailor recommendations to customers.
Vodafone uses Vertex AI to search and understand specific commercial terms and conditions across more than 10,000 contracts with more than 800 communications operators.
WellSky is integrating Google Cloud's healthcare and Vertex AI capabilities to reduce the time spent completing documentation outside work hours.
Woolworths, the leading retailer in Australia, boosts employees’ confidence in communications with “Help me write” across Google Workspace products for more than 10,000 administrative employees. It’s also using Gemini to create next-generation promotions, as well as for quickly assisting customer service reps in summarizing all previous customer interactions in real time.
Box, Typeface, Glean, CitiBank, and Securiti AI discuss developing AI-powered apps across the enterprise, with measurable returns on investment for marketing, financial services, and HR use cases.
Highmark Health and Freenome join Bristol Myers Squibb to explore how AI can improve efficiency and innovation across care delivery, drug discovery, clinical trial planning, and bringing medicines to market.
Creative agents can expand your organization with the best design and production skills, working across images, slides, and exploring concepts with workers. Many organizations are building agents for their marketing teams, audio and video production teams, and all the creative people that can use a hand. With creative agents, anyone can become a designer, artist, or producer.
Belk ECommerce is using generative AI to craft better product descriptions, a necessary yet time-consuming task for digital retails that has often been done manually.
Canva is using Vertex AI to power its Magic Design for Video, helping users skip tedious editing steps while creating shareable and engaging videos in a matter of seconds.
Carrefour used Vertex AI to deploy Carrefour Marketing Studio in just five weeks — an innovative solution to streamline the creation of dynamic campaigns across various social networks. In just a few clicks, marketers can build ultra-personalized campaigns to deliver customers advertising that they care about.
Major League Baseball continues to innovate its Statcast platform, so teams, broadcasters, and fans have access to live in-game insights.
Paramount currently relies on manual processes to create the essential metadata and video summaries used across its Paramount+ platform for showcasing content and creating personalized experiences for viewers. VertexAI Text Bison is now helping to streamline this process.
Procter & Gamble used Imagen to develop an internal gen AI platform to accelerate the creation of photo-realistic images and creative assets, giving marketing teams more time to focus on high-level planning and delivering superior experiences for its consumers.
WPP will integrate Google Cloud’s gen AI capabilities into its intelligent marketing operating system, called WPP Open, which empowers its people and clients to deliver new levels of personalization, creativity, and efficiency. This includes the use of Gemini 1.5 Pro models to supercharge both the accuracy and speed of content performance predictions.
Data agents are like having knowledgeable data analysts and researchers at your fingertips. They can help answer questions about internal and external sources, synthesize research, develop new models — and, best of all, help find the questions we haven’t even thought to ask yet, and then help get the answers.
AI21 Labs offers a BigQuery integration called Contextual Answers that allows users to query data conversationally and get high-quality answers quickly
Anthropic has partnered with Google Cloud to offer its family of Claude 3 models on Vertex AI — providing organizations with more model options for intelligence, speed, cost-efficiency, and vision for enterprise use cases.
The Asteroid Institute is using AI to discover hidden asteroids in existing astronomical data. This is a major focus for astronomers researching the evolution of the Solar System, investors and businesses hoping to fly missions to asteroids, and for all of us who want to prevent future large asteroid impacts on Earth.
Contextual is working with Google Cloud to offer enterprises fully customizable, trustworthy, privacy-aware AI grounded in internal knowledge bases.
Cox 2M, the commercial IoT division of Cox Communications, is able to make smarter, faster business decisions using AI-powered analytics.
Essential AI, a developer of enterprise AI solutions, is using Google Cloud’s AI-optimized TPU v5p accelerator chips to train its own AI models.
Generali Italia, Italy's largest insurance provider, used Vertex AI to build a model evaluation pipeline that helps ML teams quickly evaluate performance and deploy models.
Globo, one of Brazil’s largest media networks, is using Service Extensions and Media CDN to fight piracy during live events by blocking pirated streams in real time.
Hugging Face is collaborating with Google across open science, open source, cloud, and hardware to enable companies to build their own AI with the latest open models from Hugging Face and Google Cloud hardware and software.
Kakao Brain, part of Korean technology company Kakao Group, has built a large-scale AI language model that is the largest Korean language-specific LLM in the market, with 66 billion parameters. They’ve also developed a text-to-image generator called Karlo.
Mayo Clinic has given thousands of its scientific researchers access to 50 petabytes worth of clinical data through Vertex AI search, accelerating information retrieval across multiple languages.
McLaren Racing is using Google AI to get up-to-the-millisecond insights during races and training to gain a competitive edge.
Mercado Libre is testing BigQuery and Looker to optimize capacity planning and reservations with delivery carriers and airlines to fulfill shipments faster.
Mistral AI will use Google Cloud's AI-optimized infrastructure, to further test, build, and scale up its LLMs, all while benefiting from Google Cloud's security and privacy standards.
MSCI uses machine learning with Vertex AI, BigQuery and Cloud Run to enrich its datasets to help our clients gain insight into around 1 million asset locations to help manage climate-related risks.
NewsCorp is using Vertex AI to help search data across 30,000 sources and 2.5 billion news articles updated daily.
Orange operates in 26 countries where local data must be kept in each country. They are using AI on Google Distributed Cloud to improve network performance and deliver super-responsive translation capabilities.
Spotify leveraged Dataflow for large-scale generation of ML podcast previews, and they plan to keep pushing the boundaries of what’s possible with data engineering and data science to build better experiences for their customers and creators.
UPS is building a digital twin of its entire distribution network, so both workers and customers can see where their packages are at any time.
Workday is using natural language processing in Vertex Search and Conversation to make data insights more accessible for technical and non-technical users alike.
Woven — Toyota's investment in the future of mobility — is partnering with Google to leverage vast amounts of data and AI to enable autonomous driving, supported by thousands of ML workloads on Google Cloud’s AI Hypercomputer. This has resulted in resulting in 50% total-cost-of-ownership savings to support automated driving.
Broward County, Florida, and Southern California Edison are using geospatial capabilities and AI to improve infrastructure planning and monitoring, generate new insights, and create regional resilience for communities facing climate challenges today and tomorrow.
Kinaxis and Dematic are building data-driven supply chains to address logistics use cases including scenario modeling, planning, operations management, and automation.
NOAA and USAID are among the U.S. government agencies using Google Cloud AI to unlock critical data insights to streamline operations and improve mission outcomes — all with an emphasis on responsible AI. Watch the session to learn more.
Code agents are helping developers and product teams to design, create, and operate applications faster and better, and to ramp up on new languages and code bases. Many organizations are already seeing double-digit gains in productivity, leading to faster deployment and cleaner, clearer code.
Capgemini has been using Code Assist to improve software engineering productivity, quality, security, and developer experience, with early results showing workload gains for coding and more stable code quality.
Commerzbank is enhancing developer efficiency through Code Assist's robust security and compliance features.
Quantiphi saw developer productivity gains of more than 30% during their Code Assist pilot.
Replit developers will get access to Google Cloud infrastructure, services, and foundation models via Ghostwriter, Replit's software development AI, while Google Cloud and Workspace developers will get access to Replit’s collaborative code editing platform.
Seattle Children's hospital is using AI to boost data engineering productivity and accelerate development.
Turing is customizing Gemini Code Assist on their private codebase, empowering their developers with highly personalized and contextually relevant coding suggestions that have increased productivity around 30 percent and made day-to-day coding more enjoyable.
Wayfair piloted Code Assist, and those developers with the code agent were able to set up their environments 55 percent faster than before, there was a 48 percent increase in code performance during unit testing, and 60 percent of developers reported that they were able to focus on more satisfying work.
Security agents assist security operations by radically increasing the speed of investigations, automating monitoring and response for greater vigilance and compliance controls. They can also help guard data and models from cyberattacks, such as malicious prompt injection.
BBVA uses AI in Google SecOps to detect, investigate, and respond to security threats with more accuracy, speed, and scale. The platform now surfaces critical security data in seconds, when it previously took minutes or even hours, and delivers highly automated responses.
Behavox is using Google Cloud technology and LLMs to provide industry leading regulatory compliance and front office solutions for financial institutions globally.
Charles Schwab has integrated their own intelligence into the AI-powered Google SecOps, so analysts can better prioritize work and respond to threats.
Fiserv’s security operations engineers create detections and playbooks with much less effort, while analysts get answers more quickly.
Grupo Boticário, one of the largest beauty retail and cosmetics companies in Brazil, employs real-time security models to prevent fraud and to detect and respond to issues.
Palo Alto Networks’ Cortex XSIAM, the AI-driven security operations platform, is built on more than a decade of expertise in machine-learning models and the most comprehensive, rich, and diverse data store in the industry. Backed by Google's advanced cloud infrastructure and advanced AI services, including BigQuery and Gemini models, the combination delivers global scale and near real-time protection across all cybersecurity offerings.
Pfizer can now aggregate cybersecurity data sources, cutting analysis times from days to seconds.
To find even more customers using our AI tools to build agents and solutions for their most important enterprise projects, visit the Google Cloud customer hub and watch the Next ‘24
AI agents
AI agents
AI agents
扫一扫
添加客服
