Rich, You'll think different after a trip to a French post office on a Friday afternoon. It's usually time for a little chit chat that per customer may last five to 10 minutes! They may only go to buy stamps but it's a social visit that many of the older folks indulge in and when you have only a 30 minutes lunch break it isn't fun. Humans, in other words, don't always serve only what the customer is supposed to need at that moment. They tend to veer into the bushes . . .
Ashish, If I was an electronics design engineer, I will tell you my goal is to give you only one option -- the best, which I, being an electronics design engineer, will naturally define as "machine."
The best social systems have codified laws and practices. If many can learn these, machines can probably memorize them better and facilitate compliance with them. There will be extenuating circumstances that may vary how we react to the individual but mainly I expect that 80 percent or more of circumstances will be similar, which machines can handle. The best move on man's side is to let machines handle what machines are best at and let humans do what humans do best.
I wouldn't want to be given the option of deciding if I want to walk up to the 80th floor of a building, for instance. Just because we can do it doesn't mean we should.
pocharle, Man is being removed from many transactions whether we like it or not. That process is bound to continue so hold on tight. It's an evolutionary process and we all have to figure out where we fit in as these changes eliminate jobs and create new professions. The driverless train is already here and the driverless automobile is on the way.
The need to socialize is understandable and we want to be able to do this even in a business environment or within a customer relationship situation. However, we'll be doing more of this with machines and that's not always a bad thing.
I guess then the debate is which is more valuable. Saving cost with removing humans from the equation OR increasing customer satisfaction by servicing them well. It sounds like an easy decision but a lot of companies do not follow that logic.
Ariella, I may be jaded but many customer service folks don't sound warm and fuzzy. They recite their lines and won't be moved from the predictable. They don't want to listen to any explanations and are quite in a hurry to make the next call. In other words, they reflect the larger society. The machine may lack feelings but if it can understand me and provide some answers before a human comes on the phone, I'll settle for that any time.
EBN Dialogue enables and encourages you to participate in live chats with notable leaders and luminaries. Not only editors and journalists, but the entire EBN community is able to comment and ask questions. Listed below are upcoming and archived chats.
Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
While no one really can accurately predict the future, we can take guidance from another Drucker saying which is the best way to predict the future is to create it.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.