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2MIT Technology Review InsightsPrefaceAsia’s AI agenda is an MIT Technology ReviewInsights research program sponsored byADP, IMDA, Genesys, Splunk, and the Asia School ofBusiness. It is designed to comprehensively examinethe development of artificial intelligence (AI) in AsiaPacific from four distinct angles: Asia’s AI ecosystem,the leading use cases and business applicationsacross the region, the evolving talent landscape, andthe emerging discussions around AI and ethics. Toproduce this series, MIT Technology Review Insightsconducted a survey of almost 900 executives across13 markets, and a series of interviews with leadingauthorities from academia and industry. The researchis editorially independent and the views expressedare those of MIT Technology Review Insights.Expert interviewsWe would like to thank the following experts forcontributing their time and insights towards thisresearch program:The survey In September and October 2018, MITTechnology Review Insights surveyed 871 seniorbusiness leaders. Twenty-nine percent are CIOs,CTOs, or heads of AI or analytics. More than half(53%) are C-suite and director-level executives.Almost 60% are from large companies withmore than 1 billion in revenue. Survey respondents are based in 13 Asia-Pacificmarkets: Australia, China, Hong Kong, India,Indonesia, Japan, Malaysia, New Zealand, thePhilippines, Singapore, South Korea, Thailand,and Vietnam. A minimum of 50 people from eachcountry responded. Respondents are drawn from a wide range ofindustries, including more than 50 from eachof the following sectors: consumer goodsand retail, financial services, informationtechnology and communications, manufacturing,pharmaceuticals and healthcare, professionalservices, property, construction and engineering,and transport and logistics.Zee Kin Yeong, Assistant Chief Executive, DataInnovation and Protection Group, Infocomm MediaDevelopment Authority, Singapore Copyright MIT Technology Review Insights, 2019. All Rights Reserved.Joanna Bryson, Associate Professor, Department ofComputing, University of BathJeffrey Ding, D.Phil Researcher, Future of HumanityInstitute, University of OxfordGreg Miller, Executive Director, FaethmScott Park, President and CEO, Doosan BobcatMichael Priddis, Chief Executive Officer, FaethmViriya Upatising, Chief Information Officer, TrueCorporationKen Wong, Head of AI Lab, OCBC Bank
Asia’s AI agenda: AI and human capitalContents1.Executive summary42.Asia’s AI opportunity5Self-reliance and the tech imperative5Shoulder to software7Growth stories8Headcounts are increasing9First front office, then back9Automation, augmentation, and the future of work11The outlook for Asia12Developed, middle income, and emerging markets12The augmentation advantage14Needle in a h(AI)stack16Plugging the gap17Bringing up the base18Better careers, for some19What about the others?19Conclusion21Appendix223.4.5.6.7. Copyright MIT Technology Review Insights, 2019. All Rights Reserved.3
4MIT Technology Review Insights1. Executive summaryThe impact of AI on work, jobs, and peopleis one of the most controversial aspects oftoday’s technological wave that will undoubtedlytransform companies, industries, and societies in theyears ahead. In this report, “AI and human capital,”part of our research program Asia’s AI agenda, weexplore the degree to which executives in Asia Pacificare expecting and preparing for the automation of jobroles. We also look at how staff working in companiesacross the region are responding to the increasingneed to work “shoulder to software.”The report also explores a new data setprovided by Faethm, a future of work softwareas-a-service company. It shows, by country andindustry, the proportion of formal sector jobs thatwill become redundant through automation. Italso shows the proportion that will be supportedand augmented by AI, making those jobs moreproductive and highly skilled. The key findings of thereport are as follows: AI will be a major growth driver for Asia in thecoming decade. The company priorities for AIare to enhance customer satisfaction, speedup decision making, and reduce inefficiencies.The loss of some roles to automation, and therestructuring of others to take advantage oftechnology-created capacity, are likely. Yetreducing headcount is not a top priority in and ofitself. Just one-third of survey respondents listedthe need to reduce labor costs as a top-threedriver for AI. The large majority of companies are expectingheadcount to increase. Some 77% of surveyrespondents expect total headcount to increaseover the next five years, including in functionswhere AI is already being deployed. One fifth ofrespondents overall indicated that they expectfive-year increases of more than 15%. Veryfew (just 3%) are predicting any headcountcontraction. Yet AI will affect one in every five jobs in Asia—eliminating one in eight. Faethm data show thatacross 11 Asian markets, 12% of current jobsare at high risk of being automated in the nextfive years. By analyzing ILO employment datawith each job categorized in up to 218 specificjob-related tasks, the data show that the effectof AI on job automation will be greater in Asia’swealthier economies than in poorer ones (14%as opposed to 10%). However, many more jobsin those developed markets will actually benefitand be augmented by AI (11% of the total) than inless-developed markets (just 6%). The data weremeasured against country and industry forecastsfor the adoption of 17 emerging technologycategories. AI will produce winners and losers. Theintroduction of AI in high-income countries willresult in a high degree of job augmentation andadded capacity, mostly in knowledge-intensiveindustries. In developing Asian countries, fewerjobs are augmented by technology and littlecapacity is added. The degree to which jobs areenhanced is determined by the structure of eachcountry’s economy, its technology-readiness ineach category, and other economic and socialdrivers. Labor-constrained markets such asSingapore, Australia and Japan will be among thefastest to seize the opportunities created by AI. Talent and technology agendas must align tosustain long term growth. Survey respondentsbelieve that jobs are being enhanced by AI, andthat employee satisfaction overall is increasingas a result. But is there a false sense of security?Corporate expectations for growth and the beliefthat AI will have a net positive effect on jobs mayprevent the necessary preparations for disruptionand reskilling from taking place. Across the region,governments are also unprepared for how fasttechnology will outpace human capabilities insome areas. Business leaders and policymakersmust urgently align technology and talent agendasto build career pathways for those displaced, andto ensure that critical skills gaps do not open upand restrict growth in the long term. Copyright MIT Technology Review Insights, 2019. All Rights Reserved.
Asia’s AI agenda: AI and human capital2. Asia’s AI opportunityAsia is recognized by senior decisionmakers as an emerging AI leader, bothfor its research and development of AI tools andapplications as well as deployment of AI solutionsto improve enterprise performance. AI will, as aresult, have a disruptive impact on employmentacross the region. It will also enhance job efficacy,performance, and ultimately job satisfaction. Theseare the findings of a survey of almost 900 seniorexecutives in Asia Pacific, conducted by MITTechnology Review Insights.Self-reliance and the tech imperativeThe criticality of AI for Asian businesses todayis easy to assess against the current backdrop ofthe region’s economic and social transitions. Asiaas an economic whole continues to grow at twicethe global average. The World Bank estimatesthat Asia’s GDP grew 6.3% in 2018, compared toworldwide economic expansion of 3%. Yet the Bankpredicts that 2019 growth will be lower for all asinternational trade and investment activity slows,partially informed by trade conflicts. As a result,export-reliant Asia will not only find global trade—its primary growth lever—diminished. Geopoliticaltensions will amplify the need for economies aroundthe region to become increasingly self-reliant. Tosustain the growth that Asia needs to continue itssocial and developmental transformation—includingimproving income levels and quality of life—theregion must turn to technology-enabled solutions.Many of these solutions will positively impacteconomic output for Asia and its workers. Asiahas already proven to be a receptive platform forAI innovation. In the report “Asia’s AI Ecosystem,”MIT Technology Review Insights found that in richand poor countries alike, leveraging the region’sgrowing AI competency and technologies acrossall industries and public services has becomean urgent priority. And, because Asia has bothtremendous pools of AI “natural resources” (data,Figure 1: Real GDP growth, ome countries2019East Asia and Pacific20202021Low-income countriesSource: World Bank forecasts, 2019 Copyright MIT Technology Review Insights, 2019. All Rights Reserved.5
6MIT Technology Review InsightsFigure 2: Proportion of companies using AI in Asia(% of 20192020Source: MIT Technology Review Insights survey, 2018plugged-in digital consumers, and public and privateAI R&D investments), it is possible that many of theworld’s key innovations will be developed and scaledup first in Asia.Given this urgency, and Asian businesses’increasing familiarity with the effect of AI on theiroperations, Asian decision-makers feel confidentthat these technologies will be of tremendous value.As of 2018, nearly half of survey respondents hadalready deployed AI tools and technologies withintheir organization. By 2020, more than 90% areexpected to have done so.The survey also found that the most importantdrivers for AI adoption are those which help firmsbe more agile and responsive in high-growth,competitive markets. More than half of respondentscited the need to improve customer experience asthe most important driver (see Figure 3), followedclosely by those who said they used AI to improvethe speed and quality of decision-making. Overalloperational cost reduction was the third-most-citeddriver. However, other reasons more traditionallyassociated with an automation strategy—such asreducing labor costs, administration, and overallcomplexity—were lower priorities for respondents.The most importantdrivers for AI adoption arethose which help firms be moreresponsive in high-growth,competitive markets. Copyright MIT Technology Review Insights, 2019. All Rights Reserved.
Asia’s AI agenda: AI and human capitalFigure 3: Business drivers for deploying AIWhat are your company’s top three business drivers for deploying AI?(% of respondents)Improving customerexperience55%Improving decision-makingspeed and quality51%Reducing overalloperational costs50%43%Reducing time-to-market34%Reducing labor costsDeveloping new productsor sources of revenue32%Reducing administrationand complexity22%0%10%20%30%40%50%60%Source: MIT Technology Review Insights survey, 2018Shoulder to softwareWhile reducing labor costs was not identifiedas a top priority for companies in the region, it iscertain that increasing the speed of business isabsolutely key to competitiveness. The result isthat any process involving repetitive work wherehuman interaction or decision-making adds littlevalue is likely to be considered for automation. Aswe explore in the next chapter, businesses in theregion do not see headcount reductions as partof their immediate plans. However, employees willincreasingly notice AI technology creeping in. Theywill need to develop, train, and manage the quality ofworkplace AI tools, and the evolving nature of theirown jobs over time.Key takeawayAI addition—not talent subtraction. In orderto sustain their growth momentum, Asianbusiness leaders are using AI to extend theirhuman workforce capabilities, and acceleratetheir performance—not to trim headcount.However, Asian businesses need to invest intraining and development so that AI-enabledjobs and skills evolve and grow at pace withthe technology.While businesses in theregion do not see headcountreductions as part of their immediateplans, employees will increasinglynotice AI technology creeping in. Copyright MIT Technology Review Insights, 2019. All Rights Reserved.7
8MIT Technology Review Insights3. Growth storiesWhen asked in the abstract, do you believethat AI will destroy or disintermediatemore jobs than it creates over the next five years,42% of respondents agree, compared to only 24%who disagree.This shows that when considering the regionas a whole, they consider AI to be a destructiveforce in employment markets. Yet when asked aboutheadcount in their own organizations, the story isone of growth. Some 77% of respondents expectheadcount to increase over the next five yearsas Asia continues to lead the world in economicexpansion. Overall, less than three percentof respondents expect to see any headcountcontraction.One fifth of all respondents indicated that theyexpect five-year headcount increases of more than15%. Many industries report even higher expectedoverall increases, including labor-intensive sectorssuch as commodities and construction, andknowledge-intensive sectors such as informationand communications technology (ICT) andprofessional services. About 80% of respondentsin the ICT and professional services categoriesreported that headcounts would grow. While fewrespondents reported headcount contraction (thehighest number was in financial services, yet only9%), those in manufacturing and transportationwere the most likely to say that their headcountwould remain the same in five years’ time.Figure 4: Expectations for headcount changes in the next five years, by sector(% of respondents)48Professional servicesInformation technology,communications435719Financial servicesTransport, logistics16Consumer goods, retail15Manufacturing13Pharma, healthcare130%50Stay the same5 26344 23169Increase by up to 15%11195340%527603 216235420%7124225Property, construction, engineering114037Chemicals, commoditiesIncrease by more than 15%35211860%80%Decrease by up to 15%100%Decrease by more than 15%Source: MIT Technology Review Insights survey, 2018 Copyright MIT Technology Review Insights, 2019. All Rights Reserved.
Asia’s AI agenda: AI and human capitalFigure 5: Expectations for headcount changes in the next five years, by function(% of respondents)25Total headcount22Sales and marketing0%3929Increase by up to 15%40%Stay the same60%780%Decrease by up to 15%314 25220%2364010Finance, HR, administration21324315Manufacturing, engineering, maintenance3 2334618Customer service194120Product design/ service developmentIncrease by more than 15%512100%Decrease by more than 15%Source: MIT Technology Review Insights survey, 2018Headcounts are increasingWhen asked how staffing levels will changeacross various functions over the next five years,survey respondents indicated significant headcountgrowth in “customer-facing” activities. Morethan 60% of respondents reported that salesand marketing, customer service, and productdevelopment functions will grow. Respondentsfrom more knowledge- and technology-intensiveindustries reported even higher growth. Over aquarter of ICT respondents expect customerservice hiring to increase by more than 15% over thenext five years.Headcount increases are expected to belower in back office functions such as finance, HR,manufacturing, and maintenance. Still, just 9% ofrespondents anticipate headcounts in finance, HR,and administration to decrease.First front office, then backThe pressure for companies in Asia togrow rapidly and compete on service explainswhy executives are ploughing both human and“As our tools improve,technology magnifies ourleverage and increases theimportance of our expertise, ourjudgement, and our creativity.”David AutorProfessor of economicsMITtechnology resources into the customer-facingareas of the business. Viriya Upatising, chiefinformation officer at Thai communicationsconglomerate True Corporation, is overseeing thelaunch of a large effort to overhaul its online andvoice-based customer experience channels usingAI tools. This involves using natural language andimage recognition to achieve a target of reducingcall center staff by 1,000 people. Copyright MIT Technology Review Insights, 2019. All Rights Reserved.9
10MIT Technology Review InsightsHowever, Upatising believes that True’s use ofAI will enhance overall job quality and satisfaction.“The goal is actually [to] increase productivitywhile providing better service,” he says. “Rightnow, we have a lot of customer query backlogs,which [natural language-enabled] chatbots canhelp us clear.” Upatising points out that employingAI-enabled image recognition to vet identificationdocuments from new customers also helpscustomer experience teams process orders moreefficiently, and comply with government regulations.Increasingly, industry observers are finding thatdeploying AI and automation does not result in azero-sum game in which headcount is reduced inlockstep with new AI software. Instead, AI createsefficiencies that allow employees to becomeeven more effective and productive. “As our toolsimprove, technology magnifies our leverage andincreases the importance of our expertise, ourjudgement, and our creativity,” explains economistDavid Autor in a 2016 TED talk about the impact ofautomation on jobs.1The finding that only one-third of Asia-basedrespondents are using AI within their financeand human resources functions presents an oddcontradiction, as the region’s decision-makers oftendescribe back-office functions being among themost “AI ready.” But perhaps economic realitiesoffer an explanation. High growth, agile competition,and fast-rising consumer expectations of digitalsophistication push businesses towards aggressive,expansive go-to-market strategies. The higherpenetration of AI in customer-facing operations islikely a response to these pressures.1While it may be considered “easier” to loadAI capabilities into the back office, increasingefficiency there is a currently a lower priority.However, concerns about economic headwindscooling global growth in the coming years mayprompt technology leaders to look more closely forback-office use cases that enable quicker fixes foroperational efficiency.www.ted.com/talks/david autor why are there still so many jobs Copyright MIT Technology Review Insights, 2019. All Rights Reserved.Key takeawayFront and center. AI deployment is not azero-sum game where headcount is reducedin lockstep with new AI software. For Asianbusinesses, this is doubly so, for not onlyare businesses in the region increasing theirheadcount to capitalize on market growth, thedepartments which are growing their staff themost—front-line, customer-facing talent—arealso where most AI investments are going.
Asia’s AI agenda: AI and human capital4. Automation, augmentation, and thefuture of workMuch has been written about technology’sdisruptive effect on employment markets,with the world’s research houses making wildlyvarying predictions about the numbers of jobs thatAI could destroy or create. The World EconomicForum, in a study of 15 countries, estimates that AIwill destroy 75m jobs and create 133m new onesby 2020. Management consulting firm McKinsey &Company predicts that by 2030, 400-800m jobswill be eliminated. One University of Oxford studyestimates that there will be 67.7m job losses withinthe US alone over the next 20 years.The trouble with the varying estimates, saysMichael Priddis, chief executive officer at Faethm,is that “divergence masks the truth, which preventsaction.” Faethm is a software-as-a-service analyticsAnalysis of 11 Asia Pacificmarkets shows that AI willimpact one in five jobs—removingsome but enhancing others.platform that combines proprietary and public datasets with its customers’ workforce databases,which delivers detailed scenario modeling about thetalent- and finance-related implications of a widevariety of technology deployments.Figure 6: Job roles automated or augmented by AI within five years(% of the labor force)Japan17%10%Hong Kong11%South Vietnam4%India4%0%2%4%9%8%6%Jobs automated by AI8%10%12%14%16%18%Jobs augmented by AISource: MIT Technology Review Insights based on data provided by Faethm, 2019 Copyright MIT Technology Review Insights, 2019. All Rights Reserved.11
12MIT Technology Review InsightsThe company’s customers include governments,companies, and universities seeking to understandthe impact of emerging technology on industriesand job roles, develop informed strategies, andmake technology investment decisions.The outlook for AsiaFaethm’s platform can analyze any workforcedata set to create a deconstructed, task-levelview of specific roles. It uses information aboutthe technological, sociopolitical, and demographicenvironment to predict how that job will be affectedonce specific AI capabilities are introduced. Theplatform enables policymakers and technologyexecutives to understand the degree to whichthe job will be completely automated (making thehuman redundant), enhanced or “augmented” withAI (the human is supported with AI), and how muchcapacity is created for full-time-equivalent tasksthat free up people to pursue other activities.Analysis of 11 Asia Pacific markets shows thatAI will impact one in five jobs—removing some butenhancing others. On average, 12% of current jobsin Asia will be removed by automation within fiveyears’ time. Eight percent of Asia’s current jobs willbenefit from, and be augmented by, AI capabilities.In all but one of the economies, the number of jobsAI will eliminate will exceed the number of jobs itenhances. In countries that have large processdriven sectors such as manufacturing, twice asmany roles are eliminated as enhanced. These“If you work inmanufacturing in Bangladesh, if youwork in the call centers in Manila, ifyou work in a BPO in India—you’rein real trouble.”Michael PriddisChief Executive OfficerFaethm2include emerging markets such as Vietnam andIndonesia, but also Japan, which already has anadvanced and automation-driven manufacturingindustry. In Australia, AI will augment as manyjobs as it will eliminate (11%). This shows that theeconomy is both mature and diversified with largeemployment pools in knowledge-intensive andlabor-intensive sectors.Developed, middle income, and emergingmarketsPriddis is sanguine about the impact of AI ondeveloped Asia. “I’m broadly optimistic about theway that developed countries will emerge from thefourth industrial revolution,” he says, “because mostshare a half-dozen supporting attributes: benevolentgovernments that collaborate with industry topromote economic growth, capital to invest innew growth, an education culture, and socialcontracts that allow for [citizens’] provision of care.”Notwithstanding the stress and inconvenience offinding new employment for those displaced, heargues there will be new jobs: “You have skills, andbecause of that there’ll be more work in other areasfor which you can retrain.” Automation will also bean opportunity to manage the growing shortage ofmanpower. South Korea and Japan (the latter hasseen its population shrink by an average of 200,000people each year since 20102) will see more than20% of job roles in industries such as manufacturingand logistics automated within five years.AI will automate a higher percentage of roles indeveloped Asia (14%) than in the region’s emergingmarkets (10%). However, many more jobs (11% of thetotal) in mature Asian economies will also benefitfrom augmentation than their less-developedpeers (6%). In Priddis’ view, it is this combinationof automation and augmentation that will driveAI to become a net positive for workers in higherincome countries, where knowledge-intensivesectors make a greater economic contribution andgenerally constitute a higher percentage of overallemployment than in developing markets. Knowledgejobs, creativity, problem-solving, and interaction withother people are not skills easily replaced by AI,but they can be well-supported and enhanced lation Copyright MIT Technology Review Insights, 2019. All Rights Reserved.
Asia’s AI agenda: AI and human capitalIn contrast, policymakers in Asia’s emerging andmiddle-income economies will be facing a moreworrying reality. Having benefited from Westerncompanies’ past offshoring and outsourcingstrategies, these jobs will be readily replacedwholesale by AI and other forms of automation. “Ifyou work in manufacturing in Bangladesh, if youwork in the call centers in Manila, if you work in aBPO in India—you’re in real trouble,” says Priddis.The speed and scale at which these transitionsare happening is also likely to take governments bysurprise, potentially causing economic and socialshocks leading to new patterns of migration.The Philippines, India, and Vietnam, for instance,each will experience a workforce automation rateof between 8% and 9% considering their large,automation-susceptible labor pools. All threecountries will see 14% of their manufacturing jobsdisappear, but manufacturing is a much greateremployer proportionally in Vietnam and India thanin the Philippines. Yet the Philippines has a largepopulation of workers in the business processoutsourcing (BPO) industry, with equally as manyjobs at risk there.Is this different from previous waves ofautomation? Yes, says Priddis, in that “the speedof change is greater, the extent of globalization isgreater. The geographic implications are different.”In previous waves of automation, the relative capitalcosts were high. “What we’re talking about now,” hesays, “is very, very capital-light—anybody can beinvolved in RPA [robotic process automation] work.The accessibility, the speed, the low cost meanthat it is different this time around.” In preparing forthe next wave, many Asian governments remain“systematically unprepared.”Figure 7: Jobs to be automated by AI within five years, by market(11 Asian markets and select sectors.Absolute numbers and % of labor force.)KR3.9m15%IN33.8m8%VN4.7m9%0.5mHK 14%ID15.8m13%0.5M 5% 17%AU1.4m11%Refer to the Appendix for the full data set. Compiled by MIT Technology Review Insights based on data provided by Faethm, 2019. Copyright MIT Technology Review Insights, 2019. All Rights Reserved.13
14MIT Technology Review InsightsFigure 8: Jobs to be augmented by AI within five years, by market(11 Asian markets and select sectors.Absolute numbers and % of labor force.)IN19.5m4%KR2.8m11%2.4m4%0.4mHK 11%VNTH2.8m7%10MJP6.1m10%PH1.4m10% MYSG0.2m12%2.3m6%ID9m8%5M0.5M 5%AU 1.3m11% 13%Refer to the Appendix for the full data set. Compiled by MIT Technology Review Insights based on data provided by Faethm, 2019.The augmentation advantageThe level to which an economy is “AI ready”is a key factor in the speed at which technologywill be deployed and the nature of jobs changed.Indonesia, with 13% of formal sector jobs at risk, willfeel the impact of AI much faster than neighboringThailand, the Philippines, or Vietnam. Indonesia’sexport economy is largely driven by manufacturingand natural resources, which are both vulnerableto AI-enabled job automation. However, domesticconsumer consumption is Indonesia’s primarygrowth driver, and the country’s retail, logistics, andconsumer services have been undergoing a digitalrevolution. More than 3 billion was poured intoe-commerce and other technology ventures lastyear— far more than any other Southeast Asianeconomy including Singapore. Indonesia is also theemerging Asian market with the most jobs likely tobenefit from AI augmentation (8%).“Positive outcomes will first accrue to countrieswith the ability to harness the potential of AI,”says Faethm executive director Greg Miller, “andemerging Asia is more at risk from not being able todo so.” He points to several policy levers that canbe rapidly and simultaneously applied, including “taxincentives for AI-enabled industry development,content creation, infrastructure development,and lifelong learning programs.” These requirecollaboration and leveraging the strength of the Copyright MIT Technology Review Insights, 2019. All Rights Reserved.
Asia’s AI agenda: AI and human capitalregional ecosystem. Asia’s policymakers, says Miller,“can identify and assess relevant competencies athome [and those] of their neighbors, to determinewhat policy and tax incentives can be used tocreate opportunity for both their own country andthe region.”A research study by the Asian DevelopmentBank (ADB) suggests that these types of policyinitiatives can pay off for Asian governments.Despite many jobs in export-oriented sectors suchas manufacturing being automated away, for mostAsian economies the core driver of economicand employment growth is domestic consumerdemand.3 In other words, the higher incomesgenerated in technologically advanced societies willresult in greater job creation for all.Even if Asia’s technology-enhanced futurecreates more growth, there is still a larger questionas to whether it will be the right kind of growth—that is, whether the jobs will be of equal or greatervalue and skill level than before. Also unclear iswhether economic growth powered by AI will lead toa boom in part-time, “gig economy” service jobs thatrequire fewer skills and offer limited opportunitiesfor advancement and social mobility.Key takeawayEmerging
Asia's AI agenda is an MIT Technology Review Insights research program sponsored by ADP, IMDA, Genesys, Splunk, and the Asia School of Business. It is designed to comprehensively examine the development of artificial intelligence (AI) in Asia Pacific from four distinct angles: Asia's AI ecosystem, the leading use cases and business applications
Central Asia (pg. 454-458). Complete the chart provided. Physical Geography of Central Asia Landforms Water Systems Climate, Biomes, and Resources What are the major landforms of Central Asia? What water features are important to the people of Central Asia? How does the climate affect human activity in Central Asia? How do the landforms of Central
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Asia Financial Institutions Retail banking in Asia. Foreword. Retail banking in Asia is on the cusp of a new era—an era of amazing growth and opportunities but also an era that will see downward pressure on returns. Asia will reach over USD 900 billion in retail banking revenue by 2020, growing at about 14 percent per year from 2010.
I believe that Asia rather than Asia-Pacific is the region of consequence. I define Asia broadly to include Northeast, Southeast, South, and Central Asia, United States, Russia, Australia, and New Zealand. In due course delimitation of the Asian region will extend westward to include West Asia and parts of the Middle East especially the Gulf .
Factory Asia and turns to tracing this set of issues from Russia's perspective. The summary of the analysis is presented in the conclusion. The anatomy of Asia-Pacific Economic Growth: the Factory Asia Phenomenon The emergence of Factory Asia and its further evolution reflects the consolidation of the
Updated 19/08/2016 3 South East Asia: Ian Mariano, Sub-Regional Secretary for South East Asia at: ian.mariano@world-psi.org South Asia: Kannan Ramana, Sub-Regional Secretary for South Asia at: kannan.raman@world-psi.org East Asia: Hiroo Aoba, Sub-Regional Secretary for East Asia at: hiroo.aoba@world-psi.org Oceania: Michael Whaites, Sub-Regional Secretary for Oceania at: michael.whaites@world .
automotive propulsion since the 1900s, a focussed effort on improved thermal efficiency, systems optimisation, hybridisation and new net-zero carbon fuels is required to meet stricter emissions regulations. Engine efficiency, commonly measured as Brake Thermal Efficiency, has continued to increase since the last TPS roadmap was published in 2017. For light duty vehicles, this is expected .
