Introduction / Sam Ransbotham -- AI-driven leadership / Thomas H. Davenport and Janet Foutty -- Could AI be the cure for workplace gender inequality? / Megan Beck and Barry Libert -- Using artificial intelligence to promote diversity / Paul R. Daugherty, H. James Wilson, and Rumman Chowdhury -- Preparing for the coming skill shift / Jacques Bughin -- Getting your employees ready for work in the age of AI / Eva Sage-Gavin, Madhu Vazirani, and Francis Hintermann -- The challenge of scaling soft skills / Lynda Gratton -- The time for retraining is now / R. Edward Freeman and James R. Freeland -- Don't let artificial intelligence supercharge bad processes / Sam Ransbotham -- Unlocking the value of augmented reality data / Joe Biron and Jonathan Lang -- Unpacking the AI-productivity paradox / Erik Brynjolfsson, Daniel Rock, and Chad Syverson -- Using AI to enhance business operations / Monideepa Tarafdar, Cynthia M. Beath, and Jeanne W. Ross -- Every leader's guide to the ethics of AI / Thomas H. Davenport and Vivek Katyal -- When people don't trust algorithms / Berkeley J. Dietvorst, interviewed by Paul Michelman -- The risk of machine learning bias (and how to prevent it) / Chris DeBrusk -- Even if AI can cure loneliness -- should it? / David Kiron and Gregory Unruh -- AI can help us live more deliberately / Julian Friedland -- Building a robotic colleague with personality / Guy Hoffman, interviewed by Frieda Klotz.

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A clear-eyed look at how AI can complement (rather than eliminate) human jobs, with real-world examples from companies that range from Netflix to Walmart. Descriptions of AI's possible effects on businesses and their employees cycle between utopian hype and alarmist doomsaying. This book from MIT Sloan Management Review avoids both these extremes, providing instead a clear-eyed look at how AI can complement (rather than eliminate) human jobs, with real-world examples from companies that range from Netflix to Walmart. The contributors show that organizations can create business value with AI by cooperating with it rather than relinquishing control to it. The smartest companies know that they don't need AI that mimics humans because they already have access to resources with human capability--actual humans. The book acknowledges the prominent role of such leading technology companies as Facebook, Apple, Amazon, Netflix, and Google in applying AI to their businesses, but it goes beyond the FAANG cohort to look at AI applications in many nontechnology companies, including DHL and Fidelity. The chapters address such topics as retraining workers (who may be more ready for change than their companies are); the importance of motivated and knowledgeable leaders; the danger that AI will entrench less-than-ideal legacy processes; ways that AI could promote gender equality and diversity; AI and the global loneliness epidemic; and the benefits of robot-human collaboration. Contributors Cynthia M. Beath, Megan Beck, Joe Biron, Erik Brynjolfsson, Jacques Bughin, Rumman Chowdhury, Paul R. Daugherty, Thomas H. Davenport, Chris DeBrusk, Berkeley J. Dietvorst, Janet Foutty, James R. Freeland, R. Edward Freeman, Julian Friedland, Lynda Gratton, Francis Hintermann, Vivek Katyal, David Kiron, Frieda Klotz, Jonathan Lang, Barry Libert, Paul Michelman, Daniel Rock, Sam Ransbotham, Jeanne W. Ross, Eva Sage-Gavin, Chad Syverson, Monideepa Tarafdar, Gregory Unruh, Madhu Vazirani, H. James Wilson.

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