It is the time of the good or the pregnancies



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Artificial intelligence development teams can be restructured when there is a need to increase productivity and efficiency, but restructuring can also present drawbacks that can make things worse.

John Keeble / Getty Images

Being a leader is difficult. In my book on company management and CEO, I note that CEOs are often dogmatic and strive to give their teams an image suggesting that they are aware of what is expected and unyielding by releasing an unshakeable trust, in order to overcome any rumors or dissidence that would grow inside to firm up.

Ironically, this same type of self-confidence may be a weakness for the CEO, as they tend to think that they are clearly part of the solution, not the problem. Sometimes, & nbsp; a CEO can undermine his own aspirations and aggravate the problems of his organization by deciding to intervene directly and act hastily.

One of the tools most often used by a CEO is the apparent panacea for organizational restructuring. If things are not going well in the business, find the part of the business that is probably underperforming and move the employees to find a better fit that will bring the desired results while eliminating those who do not are not. maybe add fresh meat to the mixture.

Many cases of CEO telegraphs on Wall Street have shown that old methods would no longer be tolerated and that a restructuring would redress society. This looks like a fair action and is decisive, but in the end, it may be that the restructuring does not improve things, or even make them worse, and may unfortunately look like just moving the chairs on the deck . Titanic (it's not going to keep the ship afloat).

Therefore, every time you hear about a CEO who has undertaken a restructuring, it is prudent to consider whether this restructuring will result in a happy face of major improvements, or whether it may give a face sad and aggravate the already initiated slide (note: you can usually assume that there has been some sort of descent, otherwise why suffer the agonizing and disturbing contortions inherent in the restructuring.

The double disadvantage may be that the CEO decides to become more involved in the part of the company being restructured. It's one thing to proceed with a restructuring and then the CEO to keep up with the changing situation, while another, more invasive approach is to place yourself, the CEO, essentially in the functional area and decide that it's time to roll up the sleeves. to be more engaged in the function. This notion presents trade-offs, including a presumed advantage that the CEO is now closer to action, but it may also mean that his already limited time and availability are even more fragmented, which may be distracting. the CEO of other more important leaders. necessary actions for the company.

You will see immediately the importance of my offer of this quick preamble on leadership, restructuring, etc.

Restructuring the Tesla Autopilot Team

A recent media report indicates that Elon Musk chose to restructure the Tesla autopilot teamwho is at the heart of the autonomous car ambitions thereand he allegedly did it a few weeks after the Tesla Autonomy Investor Datook place (an event occurred on April 22, 2019, it was a crucial moment for Tesla who was looking to structure its existing AI efforts, their progress and the goals of these much-vaunted AI efforts).

Why restructuring?

Let's look at what could be the underlying basis of the restructuring effort, speculating on what can go and what can potentially be mistaken.

Overall, it's a good deal for the Tesla Autopilot Features.

Tesla Autonomous Investor Day, Musk and the Tesla Autopilot Team rather bold claims on what the autopilot can do today and what it will do in the future. Critics felt that the delays announced to be presumed to be a totally autonomous car, considered a level 5by the end of the year or perhaps by the second quarter of next year, will be almost unbelievable. In general, there was insufficient evidence presented to validate this incredible prediction.

For some, it would be like running a marathon, what the best in the world can do in about 2 hours, and suddenly suggesting that you will be at the finish line in just thirty minutes, bypassing one way or from another all known laws of nature and physics. This is a breathtaking statement, especially if there is no tangible evidence of record achievement potential.

At this point, it is a state of waiting.

In the meantime, if we try to read the tea leaves (conjecture), within the company, we might have realized that people dreamed of eclipsing the laws of nature might need a second look. As such, perhaps encourage the use of the restructuring tool and see what a restructuring effort can do.

Some think that a tell-tale sign was probably signaled by the late start of the Tesla Investor Independence Day (it started with about 30 minutes late, with no particular explanation for the delay). A subtle aspect, certainly, perhaps benign, perhaps more revealing.

Let me share with you what happens sometimes before the big business announcements and see how things can sometimes be ruined.

During my consultations with companies developing AI software and organizing a major ad summit, I often witnessed that the CEO is updated quickly just before the public presentation and can sometimes be taken aback, surprised what will happen.

They may not have known about what was happening. real versus not real, they might not have been informed of bad news because who wants to be the bearer of bad news, they could have been in a bubble to believe in something else and that when things move, the gap between their vision and what is real is revealed, etc.

It then becomes a heartbreaking and chaotic chaotic exercise that consists of making urgent round trips between the team and the CEO to determine what should or should not be said during the presentation, which can force the delay or the delay. announcement of the announcement. set aside for the moment. But, the visibility of the announced event is often so overwhelming that the show must continue, and therefore compromise twisting the arms are convinced that the team should not stay together for a few hours, even if it produces a confused message or exaggerate the material at hand.

How AI software teams are unwilling to restructure

Contrary to the restructuring of a relatively simple operation, such as that of a factory assembly plant, attempts to restructure a software development team, and in particular a team working on AI systems sophisticated, can be quite problematic. These are usually very educated, very artificial intelligence experts, considered in very high demand as first-class knowledge workers or white-collar workers (as opposed to blue-collar workers), if you will.

I remember a company in which the CEO had asked to meet me in private and he had written on a piece of paper a restructuring that he had in mind for his team of AI specialists In the making, a rough outline with all kinds of wild circles and arrows, which proved to be debated with him, had little to do with actual AI skills and abilities. Instead, it was entirely based on the perceptions of the CEO of the personalities members of the team because he knew nothing about AI or what it took to organize a team of AI specialists. This is not a particularly appropriate way to proceed with a restructuring.

Here are some disadvantages of what can happen when restructuring an AI team:

• Your AI talent chooses to walk in the street and go to work elsewhere because they are in great demand and are not in love with the new structure (often lose your star guards).

• The new structure of the AI ​​team creates confusion as to what was done by whom, prior to the restructuring, and who is now assuming responsibility, which means that parts of AI can be mistreated or fall between the two. resulting gaps.

• The pressure for the restructured AI team to catch up on dream vision can lead to a cut-off in AI development or testing, which will encourage the inclusion of unwanted people. software bugs or by publishing software that is not completely cooked.

• AI team members assigned to the old code of another person are not aware. key assumptions and under the intensity of further progress, it can be assumed that the code works, even if the original AI developer probably expected to have had time to perfect the code (so it is incomplete or other diseasesand the brain drain by losing the other AI talent leaves the rest in the dark).

• It is becoming difficult to hire new AI talent to join the team since word is spreading in the AI ​​community that the team has become a chaotic spasm desperate attempts to straighten the ship, although this is done without enough steadiness.

Conclusion

It has not yet been publicly announced to what extent the restructuring of the Tesla Autopilot Team has been undertaken.

Meanwhile, the restructuring of Tesla's autopilot team has provoked a mixed reaction. Some people felt that things were not happening at the speed Musk wanted and that it was time to move up a gear, while others feared that artificial intelligence software would be heavily impacted and become less efficient than more efficient.

With this type of restructuring, it is unclear whether the outcome will be a brighter and better future or whether it will become a dark future. So it seems we will just have to wait and keep our eyes open. .

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Artificial intelligence development teams can be restructured when there is a need to increase productivity and efficiency, but restructuring can also present drawbacks that can make things worse.

John Keeble / Getty Images

Being a leader is difficult. In my book on corporate leadership and CEOs, I point out that CEOs are often dogmatic and strive to give a picture to their teams, which suggests that they are perfectly aware of what is expected and unyielding in releasing an unshakable trust, in order to gain any confidence. or dissent that could be brewed inside the company.

Ironically, this same type of self-confidence may be a weakness for the CEO, as they tend to think that they are clearly part of the solution, not the problem. Sometimes a CEO can undermine his or her own aspirations and compound the organization's problems by deciding to intervene directly and act hastily.

One of the tools most often used by a CEO is the apparent panacea for organizational restructuring. If things are not going well in the business, find the part of the business that is probably underperforming and move the employees to find a better fit that will bring the desired results, eliminating those who do not are not and maybe add some fresh meat into the mix.

Many cases of CEO telegraphs on Wall Street have shown that old methods would no longer be tolerated and that a restructuring would redress society. This looks like a fair action and is decisive, but in the end, it may be that the restructuring does not improve things, or even make them worse, and may unfortunately look like just moving the chairs on the deck . Titanic (it's not going to keep the ship afloat).

Therefore, every time you hear about a CEO who has undertaken a restructuring, it is prudent to consider whether this restructuring will result in a happy face of major improvements, or whether it may give a face sad and aggravate the already initiated slide (note: you can usually assume that there has been some sort of descent, otherwise why suffer the agonizing and disturbing contortions inherent in the restructuring.

The double disadvantage may be that the CEO decides to become more involved in the part of the company being restructured. It's one thing to proceed with a restructuring and then the CEO to keep up with the changing situation, while another, more invasive approach is to place yourself, the CEO, essentially in the functional area and decide that it's time to roll up the sleeves. to be more engaged in the function. This notion presents trade-offs, including a presumed advantage that the CEO is now closer to action, but it may also mean that his already limited time and availability are even more fragmented, which may be distracting. the CEO of other more important leaders. necessary actions for the company.

You will see immediately the importance of my offer of this quick preamble on leadership, restructuring, etc.

Restructuring the Tesla Autopilot Team

A recent media report says that Elon Musk has chosen to restructure the Tesla autopilot team, which is central to the ambitions of the autonomous car, and that he would have done a few weeks after holding the Tesla Investor Independence Day (an event on April 22, 2019 was a pivotal moment for Tesla, who intended to structure its AI efforts , its progress and the goals of these much vaunted AI efforts).

Why restructuring?

Let's take a look at what could be the underlying basis of the restructuring effort, as well as assumptions about what can and can not go.

Overall, it's a good time for the Tesla autopilot.

At the Tesla, Musk Autonomous Investor Day and the Tesla Autopilot Team have made rather bold statements about what the autopilot can do today and what to do. he will do in the future. Critics felt that the delays announced to be supposed to be a fully autonomous car, considered a level 5, at the end of this year or perhaps in the second quarter of next year were almost inconceivable. In general, the evidence presented was insufficient to validate this incredible prediction.

For some, it would be like running a marathon, what the best in the world can do in about 2 hours, and suddenly suggesting that you will be at the finish line in just thirty minutes, bypassing one way or from another all known laws of nature and physics. This is a breathtaking statement, especially if there is no tangible evidence of record achievement potential.

At this point, it is a state of waiting.

In the meantime, if we try to read the tea leaves (conjecture), within the company, we might have realized that people dreamed of eclipsing the laws of nature might need a second look. As such, perhaps encourage the use of the restructuring tool and see what a restructuring effort can do.

Some think that a tell-tale sign was probably signaled by the late start of the Tesla Investor Independence Day (it started with about 30 minutes late, with no particular explanation for the delay). A subtle aspect, certainly, perhaps benign, perhaps more revealing.

Let me share with you what happens sometimes before the big business announcements and see how things can sometimes be ruined.

After working as a consultant to companies that develop artificial intelligence software and who were organizing a major ad summit, I have often witnessed the fact that the CEO is set to level quickly just before the public presentation. surprised, surprised what will happen.

They may not have been aware of what was real or not, they may not have been informed of bad news, because those who wanted to be bad news may have been misinformed. immersed in a bubble of believing something else and then when the rubber comes to meet the road, it turns out that there is a gap between their vision and what is real, and so on.

It then becomes a heartbreaking and chaotic chaotic exercise that consists of making urgent round trips between the team and the CEO to determine what should or should not be said during the presentation, which can force the delay or the delay. announcement of the announcement. set aside for the moment. But the visibility of the advertised event is often so overwhelming that the show must continue, which allows for uncontrollable compromises on what to say, imploring the team to stay together for only a few hours, even if that produces a confused message or overestimates the subject.

How AI software teams are unwilling to restructure

Contrary to the restructuring of a relatively simple operation, such as that of a factory assembly plant, attempts to restructure a software development team, and in particular a team working on AI systems sophisticated, can be quite problematic. These are usually highly skilled and highly qualified AI experts, considered to be in high demand as first-rate knowledge workers or white-collar workers (as opposed to blue-collar workers), if you will.

I remember a company in which the CEO had asked to meet me in private and he had written on a piece of paper a restructuring that he had in mind for his team of AI specialists In the making, a rough outline with all kinds of wild circles and arrows, which proved to be debated with him, had little to do with actual AI skills and abilities. Instead, it was entirely based on the perceptions of the CEO of the personalities members of the team because he knew nothing about AI or what it took to organize a team of AI specialists. This is not a particularly appropriate way to proceed with a restructuring.

Here are some disadvantages of what can happen when restructuring an AI team:

• Your greatest AI talent is choosing to cross the street and go to work elsewhere, as they are highly sought after and do not like the new structure (they often lose their starters).

• The new structure of the artificial intelligence team creates confusion as to what was done by whom, before the restructuring, and who bears this responsibility, which means that some parts of the system of artificial intelligence, artificial intelligence could be neglected or be located between the resulting gaps.

• The pressure for the reconstituted AI team to catch up on dream vision can lead to reduced development or testing times for AI, to encourage the inclusion of unwanted software bugs or to release software that is not not fully cooked.

• Members of the artificial intelligence team assigned to the previous code of another person are not aware of the key assumptions and under the pressure of further progress are likely to assume that the code works, even if the original developer of artificial intelligence could have expected that they had time to perfect the code (thus, it is incomplete or presents other diseases, and the brain drain by losing the other AI talent leaves the rest in the dark).

• It is becoming difficult to hire new artificial intelligence talent to join the team because the AI ​​community is saying that the team has become a chaotic spasm of desperate attempts to straighten out the ship, although without sufficient confidence.

Conclusion

It has not yet been publicly announced to what extent the restructuring of the Tesla Autopilot Team has been undertaken.

Meanwhile, the restructuring of Tesla's autopilot team has provoked a mixed reaction. Some people felt that things were not happening at the speed Musk wanted and that it was time to move up a gear, while others feared that artificial intelligence software would be heavily impacted and become less efficient than more efficient.

With this type of restructuring, it is unclear whether the outcome will be a brighter and better future or whether it will become a dark future. So it seems we will just have to wait and keep our eyes open. .

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