For all their rapid growth of Asia’s economy, stagnant performance is fighting. Most of Asia Recent growth are due to greater investments, not improvements in general performance of factors or how effectively turn into results. At best, productivity growth is slowed; In the worst case, this is reduced.
And even where the performance is still improving it doesn’t make it fast enough to catch up To leading firms in developed markets, like the US, throughout the 2010s, leading firms across Southeast Asia increased performance Below the average. (China, for comparison, managed to keep up.)
“In each Asian market, labor productivity as a GDP measured per capita, stagnated or declining,” says Simon Teyt, Asia-Pacific President on the working day. “Every executive director I talk to, worry about the productivity of work,” because of the aging of the population, poor public policy or lifting remote work.
In the past, Asian firms had a simple performance problem: just throw more people on the problem. Cheap workers have allowed manufacturers and firms to expand, no harm.
But as Asia’s economy becomes richer and older, hiring more people is no longer a simple solution that it was before. “No more people,” Tate says. “You can no longer get performance to just throw people at the problem.”
May the youth take over
CEOs such as Tate often claim that II, especially “AI AGS“,-can help raise productivity. Theoretically, these new forms of AI can autonomously perform tasks defined by the user, releasing a person to do more.
Almost all Asian companies say they want to accept these new technologies. In February, the Accenture poll showed that in the next three years, nine out of 10 Asian businesses are preparing to take some form Agentic AI.
But in fact, the introduction of these models in practice is another question, especially for old executives who have little experience with II in general, not to mention AI agents.
Tate notes that the jobs in Asia will soon reside for five different generations that cover the boomers to the youngest workers, the so -called alpha generation.
“A generation alpha will have a higher digital running degree than the other four previous generations,” Tate, adding that today’s personnel employees are “not prepared” for the flood of young workers.
About 80% of Gen Z workers in the Asia-Pacific region want to have the most up-to-date technologies in their work, according to a recent Workday report. Just over two -thirds of these workers see the lack of advanced technologies as negative.
But Tate thinks that the answer is more than just giving young employees space to flourish in the office. He believes that Asian companies have gone a step further and view the young generations as a source of the necessary examination.
“If you look at the composition of the Top-100 Companies Companies through the APAC, the posts of the Council-Novat Posts of Advisory Council-all are still very composed of children’s boomers and gene-Xer,” he says, from “close to zero”, which occupy twenties and thirty years.
Tate suggests that companies will consider “return mentoring” or make the younger person teach old cohorts in how new technologies can be best applied. In the same way as the founder of the millennium or the Gen-Z can ask any of the older generation to perform the duties of the Council director, Tate believes that the created companies are considering the appointment of a junior member of society to provide their own technology and business experience.
“We just think they are too young and they have no good ideas,” he says. “If you put a bunch of really bright, super ambitious people into the room and throw them on their problem, they will add values ​​by helping to solve it.”
