The “Artificial Ielligence for All” eve was organized with the aim of examining the strategic, human and executive dimensions of artificial ielligence technology in Iranian organizations, with the participation of senior executives, technology professionals, sociologists and activists of the innovation ecosystem. The eve was dedicated to examining the challenges and opportunities facing people in the face of artificial ielligence developmes.
Organizational Road Map for Implemeation of Artificial Ielligence
Mustafa SabetiIn his speech, the Tourism Bank’s Information Technology Holding CEO described the process of successful implemeation of artificial ielligence in organizations.
He said that the transformation should be gradual, participatory and federal.
“AI’s responsibility cannot be given to one unit and expects organizational transformation; “It should be transformed io an umbrella over the whole organization.”
Sabeti added that digital maturity evaluation, ideifying ierested teams, forming agile committees and flexible budgeting, are among the conditions for the success of artificial ielligence projects in organizational platforms.
Organizations’ shift paradigm in the age of artificial ielligence
In the first eve panel, titled “Organizations’ shift paradigm in the age of artificial ielligence”Three of the executives in the field of digital transformation explored how to redefine organizational structures and decisions.
Reza Qavamipour Managed this panel and was responsible for Dr. Mustafa Amini, Dr. Kamran Bagheri And Narges Mohammadinejad They were prese as members of the panel.
Narges Mohammadinejad, CEO of Ahura Artificial Ielligence Operator, emphasized the importance of cultural infrastructure:
“Uil the organizational culture and structure are transformed, the real acceptance of artificial ielligence will not happen at differe levels.”
He added that many of the artificial ielligence projects in organizations fail because of the inadequate structure and thinking.
Dr. Mustafa Amini, CEO of Sepah Bank Information Technology Holding, also poied to the strategic position of AI:
“The poi of artificial ielligence is where it can become a poi of dependence.”
He poied out that organizations should put it in the core of decision -making processes instead of superficial use of AI.
Dr. Kamran Bagheri, director of the Smileino Artificial Ielligence Ceer, also warned in a speech:
“The assumption of survival is one of the decision -making pests in the era of transformation.”
He emphasized that organizations should not look at artificial ielligence developmes with a static look and should be prepared to deal with a transformed and unpredictable future.
Human capital in the age of artificial ielligence
In the second eve panel with theme “Human Capital in the Age of Artificial Ielligence”Two of the human resources and erepreneurship experts examined the social, psychological and skill -based dimensions of the AI.
Dr. Nafiseh AzadThe sociologist and director of the Business Research Group said in the panel:
«Artificial Ielligence is not just a technology; “It is a change in the meaning and role of man in the organization.”
He added that the lack of a clear understanding of the position of manpower in the age of artificial ielligence could lead to irregularity, fear or organizational resistance.
Spring SharifionHolding CEO and the founder of brands such as insurance and cargo travel, referring to his life experience in the developme of smart businesses, said:
“No workforce is fully prepared to face AI. Organizations must become learning and empowering institutions themselves. “
The ethics of artificial ielligence and the necessity of governance
In addition to the eve, Sina NashatCEO of Chat QT, with an attractive preseation to the subject Prompt Engineering) Pay ..
He poied out that “for the first time in human history, man relates to his natural language with the computer,” he described the importance of learning the right frameworks for ieracting with language models:
Many users think that incomplete or unexpected responses to artificial ielligence tools are due to the weakness of these technologies, while the root cause of users’ inability to properly define Prampet (request).
“Practicing is a skill that can achieve the quality of the responses and, consequely, to improve individual and organizational productivity,” he said.
He iroduced a five -step framework for the effective design of the peripheits, including task, coext, reference, evaluate, and Repeat. With practical examples, he showed how targeted restrictions and adding a specific coext improve the quality of the responses. “Most of the issues raised for artificial ielligence models are solvable,” Neshat said. The problem is how we apply for our application, not the capacity of the models. “
The “Artificial Ielligence for All” eve, with an ierdisciplinary approach, sought to draw a comprehensive picture of AI’s challenges and opportunities in the areas of organizational structure, human capital, technology ethics and policy making. The simultaneous presence of technology managers, sociologists, erepreneurs and academics has made the eve one of the successful examples of multilateral dialogue in today’s transformation space.
