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Aha moments, the ‘first ten hours’, and other pro tips from business leaders building AI-ready workforces

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As businesses face pressure to bring new AI tools on board, they have the dual challenge of effectively incorporating the technology into their operations and of helping their workforce make the best use of the technology. 

Longstanding methods for assessing the skills and performance of an employee, as well as hiring practices, are being upended and re-imagined, according to business leaders who spoke at the Fortune Brainstorm Tech conference on Tuesday in Park City, Utah. 

Technical skills, contrary to what you might think, are not paramount in the age of AI. In fact, for many employers, technical skills are becoming less important.

“For the first time this summer on our platform we saw a shift,” said Hayden Brown, CEO of Upwork, an online jobs marketplace for freelancers. In the past, when Upwork asked employers on its platform about the most important skills they were hiring for, the answer invariably involved deep expertise in certain technical areas, Brown said. “For the first time this summer, it’s now soft skills. It’s human skills; it’s things like problem solving, judgement, creativity, taste.” 

Jim Rowan, the head of AI at consulting firm Deloitte, which sponsored the Brainstorm discussion, said an employee’s “fluency” should not be an end goal in itself. More important is intellectual curiosity around new tools and technology.

And that’s something that needs to start at the top.

“We’ve done a lot of work with executive teams to make sure the top levels of the organization and the boards are actually familiar with AI,” said Rowan. “That helps because then they can communicate better with their teams and see what they’re doing.” 

For Toni Vanwinkle, VP of Digital Employee Experience at Adobe, it’s critical for employees at all levels of an organization to have an “aha moment” with AI technology. And the best way to bring that about is for each employee to get their “first ten hours” in. 

“Go play with it,” Vanwinkle says. “Sort your email box, take the notes in your meeting, create a marketing campaign, whatever it is that you do.” Through that initial process of personal exploration, you start to understand the potential of the technology, she says.

The next step, Vanwinkle says, is collaboration, discussions, and experimentation among colleagues within the same departments or functionalities.

“This whole spirit of experiment, learn fast. That twitch muscle can turn into something of value when people talk openly,” Vanwinkle says.

The importance of embracing experimentation, and fostering it as a value within the organization, was echoed by Indeed chief information officer Anthony Moisant.

“I think about the pilots we run, most of them fail. And I’m not embarrassed at all to say that,” Moisant says. It all comes down to what a particular organization is optimizing for, and in the case of Indeed, Moisant says, “what we go for is fast twitch muscle. Can we move faster?”

By encouraging more low stakes experiments with AI, companies can gain valuable insights and experience that employees can leverage quickly when it counts. “The only way to move faster is to take a few bets early on, without real long term strategic ROI,” says Moisant.

Workday Vice President of AI Kathy Pham emphasizes that with new tools like AI, getting a full picture of an employee’s value and performance may take a bit longer than some people are used to. “Part of the measurement is better understanding what the return is and over what period of time,” she said.

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AI Stocks to Watch, According to Fund Manager Crushing the S&P 500

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Before his portfolio management days, Denny Fish worked as a sales manager at Oracle. He saw the incredible demand for its software products as the dot-com boom flourished, an experience that would later inform his mindset as an investor: What was the next revolutionary idea he could get ahead of?

“I watched the internet boom, I had a front row seat because I was at Oracle and we were in the eye of the storm,” Fish said. “So it shaped my investment philosophy of, ‘Wow, always be looking for that big idea.'”

He continued: “Because the big idea is gonna express itself in a way that nobody can appreciate over multiple years and when you get behind that big idea, don’t let anybody shake you out of it because that’s what’s called a power law in technology investing.”

Two decades later, Fish was perfectly positioned for the AI boom. As a co-manager of the Janus Henderson Global Technology and Innovation Fund (JAGTX), his top holdings are a who’s who in the AI ecosystem: Nvidia, Microsoft, Taiwan Semiconductor, and Broadcom. Those four names alone, all of which he’s held for more than a year and a half, make up 42% of JAGTX.

The impressive lineup has led to a banner few years for Fish. Since the October 2022 lows, his fund is up 136%, crushing the S&P 500’s 81% surge.

Today, Fish still thinks AI is the big idea to get behind. But when asked which stocks he’s most bullish on right now, three out of the four were companies outside his top six holdings in the 25-stock fund.

4 stocks Fish likes right now

The first firm Fish listed — and the one that is among his largest holdings — is Taiwan Semiconductor, as chip demand remains uber-strong. It’s the fund’s third-largest holding at 9.49%.

“If you’re a Broadcom or if you’re Nvidia, there’s only one place you want to go to get your chips manufactured, and that’s TSMC given their process, know-how, and the lead that they’ve created,” he said.

Next, he said Cadence (CDNS), an electronic design automation firm, is well-positioned for continued AI hardware demand. The stock is the fund’s eighth-biggest holding at 2.47%.

“It’s a global duopoly,” he said of Cadence and its competitor, Synopsis. “They have dominant market positions, incredible returns on capital, and there are businesses that you can’t move forward with chip design without one of those two companies.”

Third, Fish is bullish on KLA (KLAC), which produces process control systems for semiconductor chips. The firm “has a very dominant position globally, in that swim lane for, for semiconductor capital equipment,” Fish said.

At 1.88%, it’s JAGTX’s thirteenth-largest holding.

Finally, Fish mentioned Mercado Libre (MELI), a Latin-American e-commerce platform with a fintech business that offers digital wallets, lending, payment solutions, and money transfers. Fish said he’s impressed with the company’s use of AI.

“They’re doing really unique things with AI through their entire portfolio to improve the customer experience and also improve their underwriting and their fintech business,” he said.

Mercado Libre is the fund’s seventh-largest holding at a 2.64% weighting.





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Oracle’s sudden AI stardom is giving 1999 energy

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A version of this story appeared in CNN Business’ Nightcap newsletter. To get it in your inbox, sign up for free here.


New York
 — 

Oracle, a large but generally sleepy cloud-computing company, just had an absolutely bonkers day on Wall Street.

The stock (ORCL) shot up more than 40% Wednesday morning, its largest single-day jump ever. It was such big leap that it minted Oracle co-founder Larry Ellison $100 billion in less than hour, making him the world’s richest person and bumping Elon Musk to second place.

The catalyst wasn’t a flashy product rollout or a surprise earnings beat — in fact, Oracle’s quarterly revenue and profit came in below Wall Street’s expectations Tuesday evening.

Instead, the fire came from Oracle’s outlook for the next few years, which, if it pans out, would cement the company as a power player in artificial intelligence. That’s a big “if,” though — especially given that the bulk of Oracle’s rosy outlook hinges on revenue from one major customer, the unprofitable OpenAI, according to the Wall Street Journal.

Oracle’s outlook is “so exuberant that if we’d gotten this sort of prediction from a less established company it might have been shrugged off as either a lie or a misplaced digit,” Steve Sosnick, chief strategist at Interactive Brokers, told me.

Here are the key things powering Oracle’s stock at a clip it hasn’t experienced since the late-90s dot-com-bubble era, when it rose nearly 600% in the span of a year before falling back to earth by 2022:


  • Oracle’s CEO, Safra Catz, said the company’s cloud infrastructure revenue would grow 77% to $18 billion by the end of May 2026. But that’s not all: It projects that revenue to hit $144 billion by 2030.

  • Catz said Oracle had signed four multi-billion-dollar contracts with three different customers, giving the company $455 billion in “outstanding contract revenue” that it expects to collect on. That metric is up 359% from last year.

Oracle, which sells database software, has somewhat quietly ingratiated itself to investors in the AI gold rush this year by securing deals with AI companies hungry for computing capacity. (If semiconductor giant Nvidia (NVDA) is the “picks and shovels” play of the current frenzy, think of Oracle as the Levi Strauss play — it’s not mining the gold, just providing durable trousers.) And now it’s making its debut as a force to be reckoned with against rival cloud-storage providers like Google, Amazon and Microsoft.

If Oracle’s head-spinning projections seem too good to be true, well, that’s all part of the fun-house mirror effect of the generative AI bubble (yes, I said “bubble”). Because for any of Oracle’s future projections to make sense, its AI customers, including OpenAI, have to make, like, a lot of money — something the ChatGPT maker has shown no clear path to doing anytime soon. (The Information reported last week that OpenAI’s projected cash burn this year through 2029 will hit $115 billion — about $80 billion higher than the company previously expected.)

Like other big tech names, Oracle is betting much of its future on the promise that demand for computing capacity will keep going up as generative AI ushers in some kind of as-yet-undefined revolution. So tech companies are spending hundreds of billions of dollars to build out the data centers — giant, energy-sucking buildings full of computer servers — to ensure the US has the technical infrastructure to deliver all of the AI magic.

That gamble on infrastructure is so massive it actually eclipsed consumer spending this year as the main driver of GDP growth, according to Renaissance Macro Research.

“This data center buildout continues to be a major support to the US economy… so we of course hope that Larry Ellison is right and that this massive buildout is sustainable,” Peter Boockvar, chief investment officer of One Point BFG Wealth Partners, said in a note Wednesday.

But Boockvar also sounded a note of caution: “While Oracle just knocked the cover off the ball, when I see one day market cap increases of such epic proportions, I can’t not think of what I witnessed in 1999.”

(Ahem, 1999 being the start of the dot-com crash.)

Oracle’s capital expenditures are “truly extraordinary,” at $35 billion for this fiscal year, which is about 52% of revenue, Boockvar notes. In 2024, it was 13% of the company’s revenue. “We’ve never seen such capital intensity from these previously large-free-cash-flow-generating businesses.”

In other words, Oracle is a huge company, and it’s never spent money like this ever before.

The risk here, of course, is that Oracle’s big customer, OpenAI, doesn’t deliver.

Generative AI, the engine of ChatGPT, is one of those rare technologies that manages to get less marketable over time. The more many regular people encounter AI in their lives, the more they come to associate it with “slop” on their Facebook feeds. Chatbots cannot reliably respond to human beings’ queries, and they have a pesky tendency of dragging said humans into delusional, at times deadly, mental spirals.

It isn’t completely useless, to be sure, but AI’s proponents have had an extremely difficult time building an application that’s lived up to their own hype (nor, certainly, has any of it lived up to the lofty valuations propping up American tech companies).

Without a game-changing tech update that either drastically lowers its costs or dramatically boosts its profits, OpenAI may be toast. And that presents a systemic risk to not just Oracle, in particular, but to the tech sector more broadly.

If Oracle can stick the landing, Sosnick said, “then by all means, this rally is well-deserved.”

“Yet you are correct in pointing out the risks inherent in the market’s complete revaluation of Oracle… Not only are Oracle stockholders crucially dependent upon the company meeting its guidance, but the broader market is, too.”





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AI agents poised to replace humans as basic unit of a company, Lee Kai-fu says

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Artificial intelligence agents are emerging as an instrument of transformation in the workforce, with the potential to replace humans in traditional roles, according to computer scientist Lee Kai-fu, founder and CEO of the Chinese start-up 01.AI.

“The basic unit of a company will evolve from a human being to an AI agent,” Lee said on Thursday at a summit on disruptive technologies hosted by Swiss bank UBS. AI agents are software apps that use AI to autonomously execute tasks and achieve goals on behalf of users.

Lee pointed out that AI agents could operate around the clock, be replicated infinitely, and scale effortlessly – capabilities unmatched by human workers. “If you have a super employee, you can’t replicate [them], right? Human cloning is not legal, but AI agent cloning is perfectly fine, and they will scale,” he said.

“You can completely use agents as Lego blocks,” he said. “So you have a Lego block that’s [human resources], a Lego block that’s legal, a Lego block that is finance, and then a Lego block for customer service, et cetera.”

“Then you can have a huge, giant Lego-created machinery that is your company agent, where the CEO interacts and manages the company, and that’s what [OpenAI CEO] Sam Altman means when he says there will be US$1 billion companies.”

AI agents are software apps that leverage AI to autonomously perform tasks for users. Photo: Shutterstock Images



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