总部位于伦敦的支付技术公司Paysend规定，使用人工智能工具的机会必须靠实力争取。
At London-headquartered payments technology company Paysend, access to artificial intelligence tools has to be earned.
Paysend首席执行官本·奇瑟尔（Ben Chisell）向CNBC表示，他对围绕这项技术的炒作持“非常怀疑的态度”，尽管他依然看重其实际价值。
CEO Ben Chisell told CNBC he is a “very cynical man” about the hype around the technology, though he still sees value in it.
奇瑟尔曾在亚马逊、eBay和星灵银行（Starling Bank）工作过，他估计Paysend现在能以相同规模的团队多完成约25%的工程工作，但他认为，取得成果并不像把最新技术交到每个人手中那么简单。
Chisell, who previously worked at Amazon, eBay and Starling Bank, estimates that Paysend can now deliver around 25% more engineering work with the same-sized team, but argues that getting results isn’t as simple as handing everyone the latest tech.
我知道在满是“tokenmaxxing”（注：追求大量生成代币）和人工智能的世界里，这种方法听起来很不引人注目、毫无吸引力，但我认为它真的、真的很重要。——本·奇瑟尔，Paysend。相反，他将人工智能工具的使用权限限制在表现最好的员工身上，而且通常只有在他们证明了自己能用好这些工具之后。他说，如果在错误的人手里，人工智能反而会放大偷懒和判断失误等坏习惯。
I know it sounds very unglamorous and unsexy as an approach given the world of tokenmaxxing and AI, but I think it’s really, really important Ben Chisell Paysend Instead, he limits AI tools to his highest-performing employees, often only after they’ve proved what they can do with them. In the wrong hands, he said, AI can magnify bad habits such as laziness and poor judgment.
他更广泛的原则是抵制“错失恐惧症”（FOMO），专注于解决客户的问题。
His broader rule is to resist the “fear of missing out” and focus on customer problems.
公司范围内的人工智能推广 从法律行业到软件工程和金融领域，展示人工智能价值的压力日渐增大，许多公司正通过尽可能将这项技术交到更多人手中来应对这一趋势。
Companywide AI rollouts The pressure to demonstrate AI’s value is growing, from the legal sector to software engineering and finance, and many companies are responding by putting the technology in as many hands as possible.
总部位于伦敦的劳埃德银行集团（Lloyds Banking Group）已分发了4万个微软365 Copilot（Microsoft 365 Copilot）许可，该行表示，拥有许可的员工中，有97%的人都在积极使用。总部位于纽卡斯尔的软件公司Sage表示，其人工智能编码工具节省了数十万工作小时，而总部位于伦敦的专业服务公司致同英国（Grant Thornton UK）作为其5亿英镑（合6.6亿美元）人工智能投资的一部分，已鼓励全体员工使用Anthropic的Claude。
London-based Lloyds Banking Group has rolled out 40,000 Microsoft 365 Copilot licenses, with 97% of employees who have one actively using it, the bank said. Newcastle-headquartered software company Sage said its AI coding tools had saved hundreds of thousands of work hours, while London-based professional services firm Grant Thornton UK has encouraged all of its staff to use Anthropic’s Claude as part of a £500 million ($660 million) investment in AI.
然而，这些数字并不一定能转化为利润增长。英国政府1月发布的一项研究发现，四分之三使用人工智能的企业表示它提高了员工生产力，但77%的企业表示营收没有变化。
These figures do not necessarily translate into gains on the bottom line, however. U.K. government research published in January found that three-quarters of businesses using AI said it had improved workforce productivity, but 77% said revenue had not changed.
人工智能正在改变律师的工作方式，并给按小时计费制度带来压力 人工智能消除了繁重工作，初级职位正面临洗牌 人工智能正在实现编码自动化。那么为什么软件开发人员的招聘职位还在增加？人工智能打破了求职申请。什么能取而代之？
AI is changing how lawyers work — and putting the billable hour under pressure Entry-level roles are facing a shake-up as AI kills the grunt work AI is automating coding. So why are software developer job postings on the rise? AI broke the job application. What replaces it?
与奇瑟尔一样，英国企业软件公司Unily的首席执行官勒克迪普·辛格（Lokdeep Singh）也将人工智能视为最好留给高绩效员工的“超能力”。他也对公司将人工智能发放给所有人以削减成本的做法保持警惕。
Like Chisell, Lokdeep Singh, CEO of British enterprise software company Unily, sees AI as a “superpower” best reserved for high-performing employees. He is also wary of companies giving it out to everyone as a way to reduce costs.
他告诉CNBC：“我个人认为，你应该用它来扩展你的雄心，而不是缩小团队规模。但现实是，在许多行业中，同样是因为宏观环境，人们的想法是：‘好吧，我能削减成本吗？我能裁员吗？’真相可能介于两者之间。” 衡量人工智能的价值 在Paysend，奇瑟尔希望员工展示工具的实际贡献。新员工有一个月的时间来试用人工智能工具并解释他们取得了什么成果。
“I personally believe you should use it to expand your ambition rather than make the team smaller,” he told CNBC. “But the reality is that in many industries, again, because of the macro environment, it is being thought as: ‘OK, can I cut costs? Can I cut employees?’ The truth is probably somewhere in between.”Measuring AI value At Paysend, Chisell wants employees to demonstrate what a tool actually contributes. New hires get a month to experiment with AI tools and explain what they have achieved.
他最近通过一名要求使用Claude的新任搜索引擎优化主管对这一政策进行了测试。一个月后，这名员工告诉奇瑟尔，他不再需要这个工具了。他说，这个工具对他唯一的用处就是更快地生成简报。因此，这名员工没有使用通用人工智能工具，而是建议构建一个专门的内容简报代理，他目前正在致力于此。
He recently put that policy to the test with a new search engine optimization lead who requested access to Claude. A month later, the employee told Chisell he no longer needed it. All he found it useful for, he said, was producing briefs more quickly. So instead of a general-purpose AI tool, the employee suggested building a dedicated content-brief agent, which he is now working on.
在软件公司CoreView，方法则有所不同。总部位于伦敦的首席执行官西蒙·阿祖帕迪（Simon Azzopardi）告诉CNBC，该公司最初对人工智能“非常热情”，为其软件工程师启动了广泛的推广。他们首先使用人工智能通过关联日志、事件和数据来调查问题，并生成技术文档以及加速新工程师的入职流程。
At software company CoreView, the approach has been different. London-based CEO Simon Azzopardi told CNBC the company was initially “very gung-ho” on AI, initiating a widespread rollout for its software engineers. They first used AI to investigate problems by correlating logs, events and data, as well as to produce technical documentation and onboard new engineers faster.
你觉得自己效率更高了，但实际上并没有。——西蒙·阿祖帕迪，CoreView。现在，他说，开发人员越来越多地协调处理后台和前端编码、质量保证以及文档等任务的人工智能代理团队。阿祖帕迪表示，过去需要数周才能完成的工作现在只需几天。
You feel more efficient, but you actually aren’t Simon Azzopardi CoreView Now, he said, developers increasingly coordinate teams of AI agents handling tasks including back-end and front-end coding, quality assurance and documentation. Azzopardi said work that previously took weeks could now take days.
然而，阿祖帕迪警告称，如果员工用人工智能来构建超出其专业领域的东西，那么生成的工作并不一定具有生产力。“你觉得自己效率更高了，但实际上并没有，”他说。
However, AI-generated work isn’t necessarily productive if employees use it to build things outside their expertise, Azzopardi warned. “You feel more efficient, but you actually aren’t,” he said.
尽管如此，他表示，在为英国国家医疗服务体系（National Health Service）引入主要客户时，CoreView在继续交付其他项目的同时，仅需增加一名工程师。该公司一直在招聘而不是裁员，利用额外的产能来承接更多工作。
Still, when onboarding a major customer in the U.K.’s National Health Service, CoreView only needed to add one engineer while continuing to deliver its other projects, he said. The company has been hiring rather than cutting staff, using the extra capacity to take on more work.
自动化之后的工作 随着人工智能承担更多人们现有的职责，问题在于那些过去从事这些任务的员工会怎么样。奇瑟尔坚信，如果公司能帮助员工转到新的岗位，而不是在工作实现自动化后将他们取代，公司就会蓬勃发展。n他说，例如，客户服务人员多年来一直在解决复杂问题——这是一项在整个企业中都很有价值的技能。对奇瑟尔而言，技术绝不能取代人类的责任。
Jobs after automation As AI takes on more of people’s existing responsibilities, the question is what happens to the employees who used to do these tasks. Chisell believes companies will thrive if they help employees move into new roles, rather than replace them once their work is automated. Customer-service workers, for example, have spent years resolving complex issues — a skill that’s valuable across a business, he said. For Chisell, technology should never replace human responsibility.
他说：“让人类参与其中不应该意味着把人类抄送（CC）到邮件里。它应该意味着人类的主人翁意识。”
“Having a human in the loop shouldn’t mean human CC’d,” he said. “It should mean human ownership.”