Where is the human got to go? Artificial intelligence, machine learning, big data, digitalisation, and human–robot interaction in Industry 4.0 and 5.0
Year: 2021
Type: article
Abstract: Recently, Mr. Bauer (2020), CEO of BAM, a human resources service provider, reported about the introduction of a continuous change process using artificial intelligence.From this as a starting point, the article defines and discusses change processes, transformation management, and organisational development.The cudgels are taken up on behalf of the human-in-the-loop.It is argued, that the socalled "weak" artificial intelligence, including the human, is superior to the black box approach, hiding the system state as well as its dynamics from the user and deciding itself.Long-sightedness and employee orientation as well as open communication was the key in Industry 1.0 and it still is in Industry 5.0.According to Janes, Prammer and Schulte-Derne (2001), change processes follow exclusively an external logic, and they happen rapidly, with disruptions, leaps and bounds.Information, analyses, and decisions are taken outside the organisation, if need be, against employees' interests and desires.Transformation management is not quite as strict.The organisation's own logic is combined with external logic.Partly and distinguished participation of employees in some phases is possible.Implementation, however, is enforced also against employees' interests and desires, if need be.Thus, in most organisations, change and transformation processes are kicked off in the truest sense of the word: often only a project, i.e., with a defined end, voted with feet, motivated by panic, imprudently, and hastily.Employees, therefore, frequently oppose the change (Kotter 1996) and this with good reason.Due to the crises already prevalent, bankruptcy, reduced working hours and wages, early retirement, and dismissals are to be expected in the new situation.As Menges and Bruch (2008) state, the way out is first to acknowledge the crisis and secondly to honestly and comprehensively communicate it.Most recently, Industry 4.0 and 5.0 were considered possible solutions to overcome problems.However, artificial intelligence, machine learning, big data, digitalisation and internet of things (Industry 4.0) are overestimated by many politicians and CEOs, so is direct Human-Robot-Interaction with many degrees of freedom as the core innovation of Industry 5.0.The early robots were different from the Industry 5.0 robots in that the former had only few degrees of freedom and were often encapsulated to protect humans.1951 saw the first robot as teleoperating arm to deal with radioactive material.Communication in crisis is often down prioritised and thus insufficient (Menges and Bruch 2008).Many managers in their day-to-day operating salami swindle and postpone briefings of the workforce until they cannot conceal the obvious any more.Unfortunately, they sometimes even are educated to do so and exit, when the quarterly key performance indicators still are fine.Certainly, employees notice very early that things go wrong which in the past usually went right.Innovation must happen well before the crises to be effective.Innovation (Vogt 2019) per definition is successful.Change-, restructuring-and transformation processes are not.50-80% fail to attain their goals, even in the progressive
Source: AI & Society
Author: Joachim Vogt
Institution: Technische Universität Darmstadt
Language: English
Domain: Social Sciences
Open Access status: hybrid
Estimated APC paid: $2,780
OpenAlex ID: W3120521473