A digital twin is a virtual representation of a real entity that can be a physical object, a process, an organization or a person. It relies on sensors or other monitoring technologies to collect the state of an object to build a digital representation. It adds value by testing changes to the twin before implementing them on their real-world counterpart. Finance can use digital twins to represent business processes and assess the impact of changes before implementing them. Financial institutions, analysts, and decision-makers can leverage AI and ML to enhance predictive capabilities, allowing for the accurate forecasting of outcomes. This technology enables the simulation of diverse financial scenarios, providing deep insights while ensuring that the actual financial system remains unaffected.

Digital Twin in Finance

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Azure Digital Twin

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I find it depends on the project's specific requirements, scope, and complexity.
For example, Agile is commonly preferred for its flexibility and adaptability, especially in dynamic environments, while Waterfall might be more suitable for projects with well-defined requirements and a low likelihood of change. Ultimately, the best choice is the one that aligns with project goals, stakeholder needs, and team capabilities.

Agile ensures a great feedback loop and in a timeboxed manner to execute

Digital Twin of te Organization (DTO)

Depends on projects and development environments. There cannot be a one size fits all approach and no one method can be prescribed. In fact for different solutions within the same program environment, the approach could be different. For instance, the benefits of Agile can be quickly negated if the business cannot take the solution to market iteratively, because of branding, marketing and positioning constraints. Similarly Waterfall could be catastrophic if it is centrally designed and developed and deployed globally. It should be left to the product marketing teams and product management teams to decide the model and rest of the organization should be setup - procurement, finance, marketing etc. to support or consume the output of these models

Context matters hugely here - as does the interplay between programmes/projects (transitory investment vehicles to achieve stated business goals) and long lived products with empowered Product Owners who are accountable for value and prioritisation. And their teams who are the long term stewards of the source code for a given product. Take and adopt what is useful for your planning and execution from the (various) delivery frameworks that work for you, and evolve over time in response to feedback and the internal/external environments impacting your organisation/markets/regulation.

2019 Q4

2020 Q1

2020 Q2

2020 Q3

2020 Q4

2021 Q1

2021 Q2

2021 Q3

2021 Q4

2022 Q1

2022 Q2

2022 Q3

2022 Q4

2023 Q1

2023 Q2

2023 Q3

2023 Q4

2024 Q1

2024 Q2

For Enterprise, waterfall plus UX until the design is 90% complete, then when ready to build switch to agile scrum and iterate.  Designs are a guide, not a spec that must be followed exactly.  Planning is important. Coding without planning leads to much rework and potentially a scrap, redesign, and rebuild a few times.  I call it fall into agile

I do agree with SAFe. 
Generally speaking, it depends project by project.

I find it depends on the project&#39;s specific requirements, scope, and complexity.
For example, Agile is commonly preferred for its flexibility and adaptability, especially in dynamic environments, while Waterfall might be more suitable for projects with well-defined requirements and a low likelihood of change. Ultimately, the best choice is the one that aligns with project goals, stakeholder needs, and team capabilities.

Agile ensures a great feedback loop and in a timeboxed manner to execute

I agree with the comments below that it is organisation and requirements dependent.
I always used a combination of methods based on what I saw (also very much dependent on organisational and individual competencies!).

Depends on projects and development environments. There cannot be a one size fits all approach and no one method can be prescribed. In fact for different solutions within the same program environment, the approach could be different. For instance, the benefits of Agile can be quickly negated if the business cannot take the solution to market iteratively, because of branding, marketing and positioning constraints. Similarly Waterfall could be catastrophic if it is centrally designed and developed and deployed globally. It should be left to the product marketing teams and product management teams to decide the model and rest of the organization should be setup - procurement, finance, marketing etc. to support or consume the output of these models

Agile is not the silver bullet when it comes to software development. From my experience for large scale software development projects, a more hybrid approach combining waterfall and agile practices fits best.

Context matters hugely here - as does the interplay between programmes/projects (transitory investment vehicles to achieve stated business goals) and long lived products with empowered Product Owners who are accountable for value and prioritisation. And their teams who are the long term stewards of the source code for a given product. Take and adopt what is useful for your planning and execution from the (various) delivery frameworks that work for you, and evolve over time in response to feedback and the internal/external environments impacting your organisation/markets/regulation.

What’s the best software development methodology for enterprise-level projects?

Companies will hire more employees who have skills in AI or ML

In the government it will be a slower progression. Because of certain employee protections that the government has that is not available as much in the private sector. But again, the trickle down is coming. So what starts in the private sector eventually trickles down into the public sector. So it's something that the public sector has to prepare for and plan for.

No change in the communications dept. ;)

As a startup we are including AI in our product offering. For backoffice we already leverage the best of breed products with AI capabilities so no internal jobs are being impacted. 

Larger, more established firms will have more opportunities to streamline CI/CD processes in systems such as SNOW, Cloud, workday, etc impacting current jobs. I believe firms like IPsoft.com will be causing this disruption with digital labor that replaces end to end functions through cognitive AI digital colleagues. Very impressive stuff.

While my initial response indicated, "Yes, more jobs will be created," it's important to recognize that in this current GenAI climate, there is going to be a significant demand for individuals who utilize GenAI, rather than those who avoid it. This is compounded by the prevalence of misinformation and a lack of clear guidelines governing this revolutionary technology. Consequently, more people may shy away from GenAI until clearer directives are established, thereby increasing the demand for these roles. 

Erik Brynjolfsson, a renowned professor from Stanford, recently asserted in an interview, "AI won't replace managers, but managers who use AI will replace those who don't."

It's critical to understand that while GenAI represents a vastly more sophisticated form of AI, it requires a human touch—more specifically, a responsible human touch. This implies having a deep comprehension of how to engage with it—a skill known as prompt engineering. This new skill set has emerged recently and is set to remain a vital human task for the foreseeable future.

Artificial intelligence will accelerate the business and increase competitivity. To succeed, you need to anticipate the training and reskilling of your workforce. In a world with more and more data and intelligence capabilities, the opportunities are huge for companies with the right skills and the best talents

I think this will proceed in stages. The first targets are quick wins for organisations that relate directly to generative AI i.e. content creators. However, the next 12 months is more about exploration, establishing governance mechanisms, watching the legislation evolve and improving the productivity of individual knowledge workers. Once those quick win use cases are known and tested, then we start moving into the territory where organisations consider their workforce and what is needed to succeed from their broader AI strategy.


We'll see new roles created around data and AI to be able to support an organisation's strategy and I imagine eventually we'll see a shift from business to technology driven roles. A good example of this historically is identity and access management - there might be staff who manually process UARs and accounts creation, support and queries from staff for onboarding and offboarding. But once a technology is introduced to automate the end-to-end onboarding, offboarding and audit process, the roles shifted from business support to technical support and not as many were needed.

I chose my option as "Other" and here is my rationale behind that. 


This poll has skewed results as a lot of media is already doing by asking genaric questions on related topics. AI's impact on jobs will depend on the type of company and the job role category.  AI has been in the market for the last 10 years and people were not interested in this question earlier as AI has very defined roles and skills. GenAI just diminished that line and ironically today now everyone (even sales, and marketing)  can speak for hours about AI because of the simplicity of this technology and its use cases.  


Gen AI will and has already impacted various jobs in finance, internet, content writing, pharma research etc industries but to some extend few roles will be impacted definitely in operations, and supply chain as well like which are routine, repeatedly done. 


Is AI creating more jobs? The 56% poll results is confusing for "more jobs". I have not need any comparison of jobs before AI vs post AI to prove that AI has created "more jobs". Is AI creating jobs" Definitely and the answer is a big Yes and "Prompt engineering", and "Tuning engineer" are good examples.    


We have to wait and watch and ask ourself "specific questions" to be sure about what we are trying to learn from the polls.

AI will change the way we work and need to throw out our existing mindset for how processes work.  Skill sets and competences of people need to change but in the next 12 months I don't believe it will increase or decrease the number of jobs - just make them different.

I have an AI implementation in process right now, I'm expecting jobs to change in nature without a significant change in headcount, when the implementation is completed. We're shifting the employees' focus from the manual work they performed that will be performed by AI to more oversight and training. I suppose if we had people performing the "new" roles prior to AI, it would be a reduction in headcount.

I think broadly it's going to be a net positive for human endeavour, being able to offload simple tasks to simple, generalised automations will help the productivity of us on the whole; the issue I think is that a lot of the tasks being automated are tasks that people can do better and get more than mere productivity as their return.


If productivity is the goal above mediocrity, then I think it's likely that there will be a net loss in satisfaction at both production and consumer ends - which will undoubtedly shrink more creative sectors, one has only to look at televised media that's hitting our screens now that was created during the very human SAG-AFTRA strikes, to see how mediocre things can be without impassioned people working on projects they love (As a caveat, I feel the need to point that AI was involved in the creation of the winning entry of the Colorado State Fair art competition in 2022, with more ethical training models this could be a powerful tool for these industries!). On the other hand, dry endeavours like data analysis could see a boom as the equally creative individuals involved in those tasks can leverage this technology to mitigate time involved in the more humdrum tasks that fall into their purview and spend more time involved in the fulfilling aspects of their role.


The two parallel stories unfolding here will likely re-balance the distribution of "employee" type roles, but I think it is extremely unlikely that we're going to see a large swing in either loss/creation of jobs.

"Doing more with current resourcing" will be our focus and that means, through upskilling and cross-skilling, we need to build knowledge and capability in where and how we apply AI to our everyday work.  Analytics is the obvious start point but all aspects of HR from Recruitment and Onboarding to Talent Management and Development as well as fundamentals such as knowledge management and document management can be greatly streamlined and enhanced.

Maybe not within 12 months but must probably later than that we will start seeing potential impacts in jobs.

I believe we are more likely going to see a shift in talent mix rather than less or more jobs being created. While some jobs can be replaced with AI, companies will likely need different skillsets to remain competitive and deliver growth.

Probably not in the next 12 months.  If anything, I see AI becoming a tool that enables faster decision-making.

I believe that it is causing a shift in resourcing from areas that are used to doing more structured (repeatable) tasks to ones that require more unstructured (complex) tasks that are best served by the human.

It is already creating jobs in the legal industry and will continue to do so.

No, not in readymade garment manufacturing industry, the pace of technology adoption in this industry is slower in our region.

Is AI going to affect the number of jobs in your company in the next 12 months?

2019 Q3

The vast amount of data requires AI expertise.


Companies will hire more employees who have skills in AI or ML

In the government it will be a slower progression. Because of certain employee protections that the government has that is not available as much in the private sector. But again, the trickle down is coming. So what starts in the private sector eventually trickles down into the public sector. So it's something that the public sector has to prepare for and plan for.

As a startup we are including AI in our product offering. For backoffice we already leverage the best of breed products with AI capabilities so no internal jobs are being impacted. 

Larger, more established firms will have more opportunities to streamline CI/CD processes in systems such as SNOW, Cloud, workday, etc impacting current jobs. I believe firms like IPsoft.com will be causing this disruption with digital labor that replaces end to end functions through cognitive AI digital colleagues. Very impressive stuff.

Our AI makes jobs disappear, and to make it do just that we hire more people.

great question - definitely Ai is ENHANCING the jobs at our company and not taking away or adding jobs.

Neither, the hope is to use automation (basic form of AI) to replace some of the more mundane/less value add tasks that people are currently doing so they can work on items of greater value for our business.

I don&#39;t think anyone really knows. Just like the visions of the &#34;paperless&#34; office ... still waiting

AI through Intelligent Doc Processing (IDP) and Robotic Process Automation (RPA) should reduce the headcount of the teams currently responsible for document processing. 

While my initial response indicated, &#34;Yes, more jobs will be created,&#34; it&#39;s important to recognize that in this current GenAI climate, there is going to be a significant demand for individuals who utilize GenAI, rather than those who avoid it. This is compounded by the prevalence of misinformation and a lack of clear guidelines governing this revolutionary technology. Consequently, more people may shy away from GenAI until clearer directives are established, thereby increasing the demand for these roles. 

Erik Brynjolfsson, a renowned professor from Stanford, recently asserted in an interview, &#34;AI won&#39;t replace managers, but managers who use AI will replace those who don&#39;t.&#34;

It&#39;s critical to understand that while GenAI represents a vastly more sophisticated form of AI, it requires a human touch—more specifically, a responsible human touch. This implies having a deep comprehension of how to engage with it—a skill known as prompt engineering. This new skill set has emerged recently and is set to remain a vital human task for the foreseeable future.


Medium term growth to acquire/develop AI skill set, then perhaps a workforce reduction is tje long term.

Artificial intelligence will accelerate the business and increase competitivity. To succeed, you need to anticipate the training and reskilling of your workforce. In a world with more and more data and intelligence capabilities, the opportunities are huge for companies with the right skills and the best talents

I believe the opposite... Companies will layoffs those who are &#34;replaced&#34; by the AI and it will onboard skilled and vertical profiles able to re-arrange the processes with the new disruptive technologies. Jobs will be lost, just check what&#39;s happening to date.

I think this will proceed in stages. The first targets are quick wins for organisations that relate directly to generative AI i.e. content creators. However, the next 12 months is more about exploration, establishing governance mechanisms, watching the legislation evolve and improving the productivity of individual knowledge workers. Once those quick win use cases are known and tested, then we start moving into the territory where organisations consider their workforce and what is needed to succeed from their broader AI strategy.


We&#39;ll see new roles created around data and AI to be able to support an organisation&#39;s strategy and I imagine eventually we&#39;ll see a shift from business to technology driven roles. A good example of this historically is identity and access management - there might be staff who manually process UARs and accounts creation, support and queries from staff for onboarding and offboarding. But once a technology is introduced to automate the end-to-end onboarding, offboarding and audit process, the roles shifted from business support to technical support and not as many were needed.

No, it will make some employees more productive, hence we can create more revenue.  We wouldn&#39;t trim employees to lose that growth potential.



There will be different types of jobs created related to AI adoption.

I chose my option as &#34;Other&#34; and here is my rationale behind that. 


This poll has skewed results as a lot of media is already doing by asking genaric questions on related topics. AI&#39;s impact on jobs will depend on the type of company and the job role category.  AI has been in the market for the last 10 years and people were not interested in this question earlier as AI has very defined roles and skills. GenAI just diminished that line and ironically today now everyone (even sales, and marketing)  can speak for hours about AI because of the simplicity of this technology and its use cases.  


Gen AI will and has already impacted various jobs in finance, internet, content writing, pharma research etc industries but to some extend few roles will be impacted definitely in operations, and supply chain as well like which are routine, repeatedly done. 


Is AI creating more jobs? The 56% poll results is confusing for &#34;more jobs&#34;. I have not need any comparison of jobs before AI vs post AI to prove that AI has created &#34;more jobs&#34;. Is AI creating jobs&#34; Definitely and the answer is a big Yes and &#34;Prompt engineering&#34;, and &#34;Tuning engineer&#34; are good examples.    


We have to wait and watch and ask ourself &#34;specific questions&#34; to be sure about what we are trying to learn from the polls. 

AI will change the way we work and need to throw out our existing mindset for how processes work.  Skill sets and competences of people need to change but in the next 12 months I don&#39;t believe it will increase or decrease the number of jobs - just make them different. 

I have an AI implementation in process right now, I'm expecting jobs to change in nature without a significant change in headcount, when the implementation is completed. We're shifting the employees' focus from the manual work they performed that will be performed by AI to more oversight and training. I suppose if we had people performing the "new" roles prior to AI, it would be a reduction in headcount.

USed properly, Generative AI will see tasks being automated, not whole jobs. The work people do and they way they do it will change, but they are unlikely to lose their jobs. 

I think broadly it's going to be a net positive for human endeavour, being able to offload simple tasks to simple, generalised automations will help the productivity of us on the whole; the issue I think is that a lot of the tasks being automated are tasks that people can do better and get more than mere productivity as their return.


If productivity is the goal above mediocrity, then I think it's likely that there will be a net loss in satisfaction at both production and consumer ends - which will undoubtedly shrink more creative sectors, one has only to look at televised media that's hitting our screens now that was created during the very human SAG-AFTRA strikes, to see how mediocre things can be without impassioned people working on projects they love (As a caveat, I feel the need to point that AI was involved in the creation of the winning entry of the Colorado State Fair art competition in 2022, with more ethical training models this could be a powerful tool for these industries!). On the other hand, dry endeavours like data analysis could see a boom as the equally creative individuals involved in those tasks can leverage this technology to mitigate time involved in the more humdrum tasks that fall into their purview and spend more time involved in the fulfilling aspects of their role.


The two parallel stories unfolding here will likely re-balance the distribution of "employee" type roles, but I think it is extremely unlikely that we're going to see a large swing in either loss/creation of jobs.

Tasks within jobs will change, over time I imagine jobs will evolve significantly warranting new roles to be defined  

AI is being used for efficiency and productivity; it means we can do more without hiring new staff.

"Doing more with current resourcing" will be our focus and that means, through upskilling and cross-skilling, we need to build knowledge and capability in where and how we apply AI to our everyday work.  Analytics is the obvious start point but all aspects of HR from Recruitment and Onboarding to Talent Management and Development as well as fundamentals such as knowledge management and document management can be greatly streamlined and enhanced.

Maybe not within 12 months but must probably later than that we will start seeing potential impacts in jobs.

This answer varies because you can’t just give it a blanket yes or no… it comes down to asking the question… 

What are your primary business objectives for using AI? 
How are you using it today? 
How do you plan to use Generative AI as a part of your supply chain transformation strategy?

With AI being the buzz word for 2023-2024 so far we need to take a moment to recognize that AI (Artificial Intelligence) should be looked at as IA (Intelligent Automation).

The question is not what AI will do TO US but, What we want AI to do FOR US.

AI is good at replacing a routine. So, If you work like a robot, a robot will replace you.

I believe we are more likely going to see a shift in talent mix rather than less or more jobs being created. While some jobs can be replaced with AI, companies will likely need different skillsets to remain competitive and deliver growth.   

Probably not in the next 12 months.  If anything, I see AI becoming a tool that enables faster decision-making.

I think machine learning and RPA will impact jobs more so than Gen AI.  We're just starting on our journey of investigating Gen AI capabilities, but are well on our path to reaping the benefits of RPA and machine learning



I believe that AI will require new capabilities competencies to existing roles related to data analytics and insights.

I believe that it is causing a shift in resourcing from areas that are used to doing more structured (repeatable) tasks to ones that require more unstructured (complex) tasks that are best served by the human. 

It is not going to decrease jobs, but could possibly decrease the load on some people or departments.

It is already creating jobs in the legal industry and will continue to do so.

No, not in readymade garment manufacturing industry, the pace of technology adoption in this industry is slower in our region.

Is AI going to affect the number of jobs in your company in the next 12 months?

I'm going to answer this a little bit more generically; I think a lot of the productivity tools have been significantly game-changing for me. Especially working in these late-stage startups, things like Slack and Teams in the collaboration and communication space have been what has essentially allowed me to scale in a way that I have not been able to in any other capacity. So, if I measure this based on purely my capability and execution, I would say things like Slack and Teams; productivity tools.

I'm going to go back to the very outskirts of this 15-year limit, because I've always been efficiency oriented and applied innovative thinking around developing more efficiency, whether it's for my team or delivering applications for the rest of the business. In 1999, I first approached HP about, I didn’t call it cloud, better utilization of hardware, and the labs told me at the time that they're working on something called utility or grid computing. About three years later (2002) at Gilead, I brought VMware in and it changed my life through the ability to grow that business and provide for unique ways to solve existing problems that no VMware person would have even advertised for at the time. It really was a game changer. At the time, that was the biggest single change to how I could deliver services and applications to my customers and enable their growth without significantly adding more bodies, and that was critical. I mean, they were an academic group who saw IT as just noise in the background to their big brains building new drugs, and so it was really hard to get money.

I agree with both the cloud computing and collaboration tools. But I think I'd make it a little more personal; I'll go with the G Suite and Office 365 because I sleep a lot better. I look back earlier in my career how often the exchange server was down at 3AM, or the file server was down or somebody couldn’t connect the VPN to get to it or whatever, and it's amazing what a time sink that was and how much time is saved as well as cost. Alsom everyone actually likes the tools, which is even better, whereas prior to that it seemed like everything we gave them they didn't like. I mean, when it came to the much older versions of those collaboration tools.

I really struggled not to think about the mobile phone. I mean, especially when you're going back 10/15 years because it was only 2007 that the iPhone was released. I find it fascinating to go back and watch Steve Jobs' introduction of the iPhone in January of 2007. I remember exactly how I responded emotionally to watching things like the pinch and zoom with photos and just the whole interface, thinking, "It's not possible that they actually made it work that way in real life, this is a demo." And then, when I got my first phone, I was just amazed.


Fast forward 14 years to today, there is so much stuff that I can do on this thing. In some cases what I find most incredible are the applications that can really only be done on the phone. The things where they integrate GPS, the cameras, AR, etc. I use Ubiquiti in my home setup, and I love the little AR thing that they have. When you get to your switchboard it'll tell you exactly which switch port maps to which device on your home network. I mean, it's like, "Who would've thunk," that we would have a little phone that would be able to help us see that kind of stuff? I find that really incredible.

I'm going to say SAP. Not that I want to give them a plug or that I ever worked for them, but for me it was the first big project I really worked on at that size and scale, and globally, and it taught me a couple things. It taught me about the integrated nature of doing business. One configuration change over here can cascade all the way down and screw something up all the way over there. And knowing how all of the pieces of your business go from end to end, and then being part of an effort that is just so Herculean, I always tell people in IT if you've never actually worked on an SAP project or some large ERP, you just don't really have a sense of what being an IT professional is like. So, for me, that was game changing.

As a Blockchain Technology Expert, author of the Future with Blockchain Book <a href="https://connectdapp.com/our-founder-book/?ref=pulseqa">https://connectdapp.com/our-founder-book/</a> , i would vouch that Blockchain will change the game of technology in the next 100 Years, will difficulty add a higher security with less budget, being injected in too many areas, including Finance, Banking, Insurance, Realestate, Customs and International Trading, Digital signature and much more, not only Cryptocurrency as financial application of Blockchain but also in current application and systems, Imagine replacing huge investment in Banking Security system with Blockchain to secure customer funds and no way on earth that those customer funds could be accessed without owner consent.

There has been a significant evolution of cloud services, computing power/cost which has helped to full the "digital" economy through the gathering, transformation and consumption of large quantities of data. The companies that have identified this new resource as a competitive advantage will fuel their business growth for years to come until the competition catches up. Looking at the last few years, there is finally a realization from across the c-suite that employees do not have to work from the office to be effective and deliver value. This will create opportunities for a more flexible working environment which will help attract and maintain talent.

I'd have to say the increases in ubiquity and capability of network-connectedness (all types, both wired and wireless). Without that, all the other things being mentioned wouldn't be possible. We take for granted how connected we are now, and how easy it is to do things over a network connection that were only aspirations a decade or two ago.

Top two for myself personally would be: 
Kubernetes/Containers = from operational IT perspective
Ransomware = massive driver in terms of changing attitude towards security and showing the need for it.

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