# Day 57 — YouTube 自动生成字幕（AUTO_GENERATED）

覆盖训练段 000–12 分钟。已去滚动字幕重叠。ASR 生成可能含识别错误。

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Let's go straight into our next panel and we're taking a look at data disruption and the human edge. Very well connected to that poll that we have also just seen. So, let's be honest, we've spent years now listening to the line that says data is the new oil. And now, AI has come and drilled, refined, and automated half of the refinery at the same time as well. So, if everyone has intelligence on tap, what actually then sets leaders apart? Not more dashboards, not faster models, but

something that is far more human. Context, curiosity, the ability to connect dots, something that no algorithm is trained to see. And so, this session explores the real edge in an AI-saturated world, the human one. So, please join me as we welcome a fantastic panel that we have coming up ahead. We have Mr. Sameer Gupta, Chief Analytics Officer and Managing Director, DBS Bank. Mr. Sanjeev Jain, Chief Operating Officer at Wipro Limited. >> [applause] >> [applause] >> Mr. Ashwin Mittal, Executive Chairman, C5 I. And guiding this conversation,

we have our host, Amit Anshu, Head of GSI and IT Business at Amazon Web Services India. [music] Good afternoon, everyone. Good afternoon, everyone. So, we have an august panel here and this is indeed a very great topic which we have. Needs lot of leadership insights and I think we have the right set of people and leaders here who would who would provide their perspective on this. Uh look, data has always been um an integral part of how today corporations, institutions corporations, institutions uh run themselves. Um

Um Honestly, those organizations and those enterprises who have really been able to use the right tools, the right build right practices right practices to harness data have ended up understanding their customers and their markets better, and they have been able to serve their customers in the best possible way. Um Um or achieve those objectives which they have started to um uh goal for. uh goal for. What's also happening today, right, is that that this wave of intelligence which we all are seeing, which is which is

coming up. And in many way, this is an accentuating wave. It it superimposes itself uh on this on this [snorts] data. It gives more power in the hands of builders and companies and institutions and communities to and communities to to make to take decisions better, right? The The core question today which we have today is is um um that that will the leadership will the leadership evolve with these changes, right? As intelligence becomes very pervasive, uh it is available everywhere, is there a need for a

more prominent human edge or a different human edge? different human edge? Is there a need for leadership to maybe evolve a little? Yes, systems can process data better, they can interpret data better, they can offer you multitude of choices. >> [snorts] >> [snorts] >> But the question I've been I'm going to put forward to this panel is um um overall, does the system understand deeper business domain better, right? Does it know the art of the human art of possible? Is it able to find meaning in

ambiguity, right? Uh ambiguity, right? Uh like leaders, right? Who have always uh cruised through multiple moral dilemmas and have used high bar of ethical standards, especially the standards, especially the the prominent panel which we have here. Uh Uh can those systems do that, right? Uh can they really know how to balance risk versus opportunity, right? So, there are lot of questions which I think is in our minds and we all are trying to find answers to. answers to. Um so, that's that's the kind of backdrop

which we have today. Now, I'd love to get the perspective from the panel here. Okay. Okay. Uh okay. Thank you. Thank you so much for setting the context. Uh so, uh like like Amit rightly said, uh we've all been used to, you know, doing so many tasks every day and taking so many decisions, some micro decisions, some macro decisions. Uh Uh and and uh you know, that has been the way we functioned and those decisions have not necessarily used the full extent of our human creativity

and intellect. Uh but what has meaningfully changed now is that lot of those decisions can be taken by models or by agents and, you know, not only taken decisions, but actually deployed into actions. Uh but as we all know, what AI doesn't have is context. Uh Uh and so, what we have to be able to very effectively do as leaders and even as team you know, even our teams, is we need to be able to do context engineering, right? And to be able to effectively engineer

context is a different skill, right? Uh you need to be able to ask the right questions uh before you get the answers. And along with that, you need to regularly update context because context also evolves in our businesses, in the industry, etc. Models tend to drift uh and, you know, start uh not giving relevant outputs over time as business context changes. We need to be able to regularly up- to do context engineering and update context. And then we need to orchestrate and oversee processes, handle exceptions.

You mentioned ethics, handle ethical issues. handle ethical issues. Uh so, when we are deploying models and, you know, agents with enterprises, we're trying to figure out, okay, how do we rewire and ensure that when we restructure processes, we bring in the right combination of human and agent and where all where all uh where all humans uh humans come in. Awesome. Thanks, Ashwin. Maybe um a question, maybe an add-on question to uh a great answer you gave right now is, do you have the responsibility of building

the pipeline of leadership within your organization for tomorrow? How are you How are you doing that as well? Yeah, no, great question. So, uh you know, uh we are at a very different time, right? What is needed in the future from our teams and our leaders, uh there are of course a lot of skills that we've all acquired, which are very much needed. But then, there is also some change in what the demands are from us. us. Um Um and uh you know, we all know

critical thinking, adaptability, intellectual thinking, adaptability, intellectual curiosity, these remain key. Right? There are There are always going to be a very small number of people that will require the super deep technical skills. skills. But now, for the rest of the team members, members, you need to know enough technically, but then along with that, you need to be able to bring in these other critical thinking and other types of skills to complement that effectively. complement that effectively. And you have senior people uh who have a lot

of the context, who have the domain, whether around an industry or function or around a process, but sometimes lack, you know, can be can lack the adaptability. And we need to, you know, help them become more adaptable. You will have, you know, uh young graduates that you hire which will have, maybe, in many cases more adaptability, but may lack uh you know, the context and domain. Uh so, how can we really, you know, and why does it take 10 years for someone to become experienced in

a certain area, right? If we can we challenge human intellect and ramp those people up in 2-3 years? Uh and at the same time give that, you know, quotient of adaptability and curiosity to our senior people. So, both are very relevant. You know, how can we help both transform into the uh new way of working is is the question. For the young people, also we have to bring in emotional maturity. Uh that, you know, you can train on context, you can understand supply chain, you can

understand marketing, you can understand AI agents very quickly. But, how do you then bring in uh enough of that uh you know, uh emotional quotient so that because when you, you know, do some of this work in need to bring in the human element into your thinking as well. Thank Ashwin. Uh Samir, as a leader and a as an executive in a in a global bank, I'm I'm uh you are embedding AI in your entire workflow, right? Um workflow, right? Um let me ask you this

and pretty much similar to what uh Ashwin answered. How is the human edge uh evolving uh the way you design your workflows now? And and and same the add-on question you said, keeping that in mind, how are you building that leadership pipeline for the new future? So, I I think the we are at an inflection point. The technology advancement is immense and therefore the possibilities are immense. But, having said that, think of a scenario where intelligent is intelligence is totally democratized. Everyone has the same intelligence.

Then, from an enterprise standpoint or individual standpoint, what is the competitive advantage? What is the differentiator? differentiator? Actually, it's the human creativity, the decision-making power. In my mind, that will become even more important to be the differentiator in a era where everything of your intelligence is democratized. So, but democratized. So, but how decision-making is done is going to evolve dramatically. Today, as humans, maybe for a decision we consider 10 parameters or maybe 10 possibilities. In the future, we have an AI agent which is helping us

think through maybe thousands of parameters, thousands of possibilities. But, being able to discern which one to take, being able to ask the right questions, that will mean that our decision-making process has to dramatically change. Otherwise, we will not get value out of it. So, this whole evolution of our human decision-making is going to be very key. In DBS, we are very clear that we want to be an AI-enabled bank with a heart. We believe that it is going to be humans which are being enhanced by

AI, but it's always going to be a human working closely with agents which will drive the next level of competitive advantage for us. And that's where how we are thinking of it. And in that context, within that context, leadership is very important. How do you train, not just leadership, but how do you train everyone to ask the right questions, to understand what the technology can do well, what it can't do, how do you understand when it goes wrong? So, all of this is an evolution and

these are very much part of how we do it. The other thing as we think about the future, future, in the past, learning was all about knowing. I mean, I remember when I was in school, oh, Panipat ki ladai kab hui was very important, but how does it matter? matter? Uh, but marks were given by that, right? >> [snorts] >> [snorts] >> Today, what is going to be more important is the attitude. Do you have the right attitude? Do you have a learning mindset? Are you

able to make a decision? Are you able to synthesize and ask the right questions? And that's where human edge will continue to drive that. So, I'm actually a firm believer that the human edge is going to be probably the only competitive advantage of the future given that this technology will democratize data, democratize democratize data, democratize intelligence, democratize knowledge. I agree with you, Samir. I think the human edge is becoming more and more prominent. Um I I love this part of your answer that having answer that

having the skill to ask the right question, frame the right question, know the

# Day 57 — 火山引擎 录音文件识别（volc.seedasr.auc）

豆包大模型 ASR，异步接口。可能含识别错误，仅供听力对照。

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Let's go straight into our next panel, and we're taking a look at data disruption and the human edge, very well connected to that pole that we have also just seen.

So let's be honest, we've spent years now listening to the line that says data is the new oil and now AI has come and drilled, refined and automated half of the refinery at the same time as well.

So if everyone has intelligence on tap, what actually then sets leaders apart?

Not more dashboards, not faster models, but something that is far more human context, curiosity, the ability to connect dots, something that no algorithm is trained to see.

And so this session explores the real edge in an AI saturated world, the human one.

So please join me as we welcome a fantastic panel that we have coming up ahead.

We have Mister Samir Gupta, Chief Analytics Officer and Managing Director DBS Bank.

Mister Sanjeev Jen, Chief Operating Officer at Wipro Limited.

Mister Ashwin Mittal, Executive Chairman, C 5 I.

And guiding this conversation, we have our host, Amit Anshu, head of GSI and it business at Amazon Web Services India.

Good afternoon, everyone.

So we have an August panel here, and this is indeed a very great topic, which we have needs a lot of leadership insights.

And I think we have the right set of people, leaders here who would provide their perspective on this.

Look, data has always been an integral part of how today corporations, institutions run themselves.

Honestly, those organizations and those enterprises who have really been able to use the right tools, the right build, right practices to harness data have ended up understanding their customers and their markets better and they have been able to serve their customers in their best possible way or.

Achieve those objectives which they have started to goal for.

What's also happening today, right, is that this wave of intelligence, which we all are seeing, which is, which is coming up and in many ways, this is an accentuating wave it, it superimposes itself on this, on this data.

It gives more power in the hands of builders and companies and institutions and communities to, to make, to take decisions better.

Right?

The core question today, which we have today, is that will the leadership evolve with these changes, right?

As intelligence becomes very pervasive, it is available everywhere.

Is there a need for a more prominent human edge or a different human edge?

Is there a need for leadership to maybe evolve a little?

Yes.

Systems can process data better, they can interpret data better, they can offer you multitude of choices.

But the question I've been, I'm going to put forward to this panel is overall, does the system understand deeper business domain better?

Right?

Does it know the art of the human art of possible?

Is it able to find meaning in ambiguity, right?

Like leaders, right, who have always cruised through multiple moral dilemmas and have used high bar of ethical standards, especially the the prominent panel which we have here.

Can those systems do that right?

Can they really know how to balance risk versus opportunity, right?

So there are a lot of questions which I think is in our minds and we all are trying to find answers to.

So that's, that's the kind of backdrop which we have today.

And I'd love to get the perspective from the panel here.

Okay.

Okay.

Thank you.

Thank you so much for setting the context.

So like, like Amit rightly said, we've all been used to, you know, doing so many tasks every day and taking so many decisions, some micro decisions, some macro decisions.

Uh, you know, that has been the way we function.

And those decisions have not necessarily used the full extent of our human creativity and intellect.

Uh, but what is meaningfully changed now is that a lot of those decisions can be taken by models or by agents and, you know, not only taken decisions but actually deployed into actions.

But as we all know, what AI doesn't have is context.

And so what we have to be able to very effectively do as leaders and even as team, you know, even our teams is we need to be able to do context engineering, right, and to be able to effectively engineer context is a different skill, right?

You need to be able to ask the right questions, uh, before you get the answers.

And along with that, you need to regularly update context because context also evolves in our businesses, in the industry, etcetera, models tend to drift, uh, and, you know, start, uh, not giving relevant outputs.

Over time as business context changes, we need to be able to regularly up so do context engineering and update context.

And then we need to orchestrate and oversee processes, handle exceptions, you mentioned ethics, handle ethical issues.

Uh, so when we are deploying models and, you know, agents with enterprises, we are trying to figure out, okay, how do we rewire and ensure that when we restructure processes, we bring in the right combination of human and agent and we're all where all humans.

Humans come in.

Awesome.

Thanks, Ashwin.

Maybe a question, maybe an add on question to a great answer you give right now is, do you have the responsibility of building the pipeline of leadership within your organization for tomorrow?

How are you?

How are you doing that as well?

Yeah, no, great question.

So, you know, we are at a very different time, right?

What is needed in the future from our teams and our leaders?

There are, of course, a lot of skills that we've all acquired, which are very much needed.

But then there is also some change in what the demands are from us.

Um, and uh, you know, we all know critical thinking, adaptability, intellectual curiosity, these remain key, right?

There are, there are always going to be a very small number of people that will require the super deep technical skills.

But now for the rest of the team members, you need to know enough technically, but then along with that, you need to be able to bring in these other critical thinking and other types of skills to complement that effectively.

And you have senior people who have a lot of the context, who have the domain, whether around an industry or function or under process, but sometimes lack, you know, can be can lack the adaptability and we need to, you know, help them become more adaptable. You will have, you know, young graduates that.

You hire, which will have maybe in many cases more adaptability but may lack, you know, the context and domain.

So how can we really, you know, and why does it take 10 years for someone to become experienced in a certain area, right?

If we can, we challenge human intellect and ramp those people up in 2, 3 years.

And at the same time give that, you know, portion of adaptability and curiosity to our senior people.

So both are very relevant.

You know, how can we help both transform into the new way of working is, is the question for the young people.

Also, we have to bring in emotional maturity that, you know, you can train on context, you can understand supply chain, you can understand marketing, you can understand AI agents very quickly.

But how do you then bring in enough of that, you know, emotional quotient so that because when you, you know, do some of this work, you need to bring in the human element into your thinking as well.

Thanks, Ashwin.

Samir, as a leader and as an executive in a global bank, you are embedding AI in your entire workflow, right?

Let me ask you this and pretty much similar to what Ashwin answered, how is the human edge evolving the way you design your workflows now and, and, and same the add on question just said.

Keeping that in mind, how are you building that leadership pipeline for the new future?

So I think the we are at a inflection point.

The technology advancement is immense, and therefore the possibilities are immense.

But having said that, think of a scenario where intelligent is intelligence is totally democratized.

Everyone has the same intelligence.

Then from an enterprise standpoint or individual standpoint, what is the competitive advantage?

What is the differentiator?

Actually, it's the human creativity, the decision making power.

In my mind that will become even more important to be the differentiator in a world era where everything of your intelligence is democratized.

So, but how decision making is done is going to evolve dramatically.

Today, as humans, maybe for a decision we consider 10 parameters or maybe 10 possibilities.

In the future, we have an AI agent which is helping us think through maybe thousands of parameters, thousands of possibilities, but being able to discern which one to take, being able to ask the right questions.

That will mean that our decision making process has to dramatically change, otherwise, we will not get value out of it.

So this whole evolution of a human decision making is going to be very key in DBS.

We are very clear that we want to be an AI enabled bank with a heart.

We believe that it is going to be humans which are being enhanced by AI, but it's always going to be a human working closely with agents, which will drive the next level of competitive advantage for us.

And that's where how we are thinking of it.

And in that context, within that context, leadership is very important.

How do you train not just leadership, but how do you train everyone to ask the right questions, to understand what the technology can do well, what it can't do, how do you understand when it goes wrong.

So all of this is an evolution, and these are very much part of how we do it.

The other thing as we think about the future, in the past, learning was all about knowing.

I mean, I remember when I was in school, oh, pani path ki ladai kab Hui was very important.

But how does it matter?

But marks were given by that, right?

Today, what is going to be more important is the attitude.

Do you have the right attitude?

Do you have a learning mindset?

Are you able to make a decision?

Are you able to synthesize and ask the right questions?

And that's where Human Edge will continue to drive that.

So I'm actually a firm believer that the human edge is going to be probably the only competitive advantage of the future, given that this technology will democratize data, democratize intelligence, democratize knowledge.

I agree with you, Samir.

I think the human edge is becoming more and more prominent.

And I love this part of your answer, that having the skill to ask the right question, frame the right question.