机器人是否会有一天完全取代人类，一直倍受争议，今天一盟小编带大家看看歪果仁是怎么看的？顺便学习怎么写篇议论文：
There’s at least one place where machines will probably never replace humans.至少有一个机器不可能替代人类的地方。 Robots. They can already clean our floors, build our cars, review legal documents, check us in at hotels and serve us drinks, but will we see them sitting around the boardroom 会议室table in place of people? Are my fellow board directors about to be made obsolete, replaced by robots overseeing companies? Will the discussion of diversity around the board table begin to include talk of non-humans?机器人已经可以做各种事，但是可以替代人类监管公司嘛？
It might sound farfetched,牵强的 but 45% of 800 executives surveyed by the World Economic Forum’s Global Agenda Council on the Future of Software and Society said they expected an artificial intelligence machine will sit on a company’s board of directors by the year 2025. 经调查，差不多一半的高管们期待在2025年能和人工智能机器进行会议。
This isn't the first time this has come up. Last year an investment group drummed up headlines by announcing that it had appointed an AI to its board of directors. The firm said it would analyse data to help them make decisions about biotech investments. But, since that isn’t the full extent of the role of a genuine board member, the algorithm算法 clearly was not really going to function as a full voting member of the firm’s board.这样的想法不是第一次出现，上年有公司想通过机器的数据分析做公司决策，但不可能和董事会成员投票决定功能一样。
So do we need to set a place for robots at the boardroom table? There are a couple of reasons why I’m in the 55% who don't believe that are our jobs are at risk, or at least not from robots. 作者表明观点不同意机器做公司决策。
I believe data in the boardroom is growing in importance. Data can help us make decisions of all kinds. When developing strategy, it informs our thinking on marketplace trends, on what people are buying, selling, saying and doing.赞同数据分析对公司做决策的重要性。
On the remunerations报酬 and compensation 补偿committee委员会, we use data to see what people are earning in the company and in the industry more broadly, and to examine overall compensation trends. In the audit审计 committee, and also when doing any sort of financial analysis, we use data to see where spending and saving is and isn’t happening. And risk committees use data to analyse the myriad无数 factors associated with risk of any kind, be it financial, infrastructure基础设施, strategy, legal and more.赞同运用数据分析对公司各部门的积极作用。
In fact, there are few, if any areas, where we don't depend on data in some shape or form.事实上几乎没有不需要用到数据分析的地方。
But it’s how we use the data to inform our decisions that differentiates us from the robots. We weigh权衡 the information to make decisions that are specific to the company, its employees and its competitiveness竞争者. It is the data mixed with creativity andintuitive直觉, non-linear thinking that makes a company successful 人与机器的区别在于怎么用数据表达决策。权衡各种信息来决策需要创造力和直觉，公司才能成功。
Indeed, if everyone is using the same sort of data and simply making automatic, calculated decisions from it, then differentiation is lost. The competitive advantage, in many ways, comes from the ingenuity and creativity of people.如果每个人都用一样的数据使决策自动化，就失去了差别，竞争优势就是来自于独特性和创造力。
I've often said that the boardroom is the most “human” place I've ever been.会议室是最“人类”的地方。 I've often said that the boardroom is the most “human” place I've ever been. People come with their own knowledge, feelings, emotions and agendas. And, yes, that can colour the conversation on the day and sometimes hinder阻碍 efficiency or easy decision making. But there is also a healthy friction 摩擦that comes into play as well, which results in more robust强大的 results.不同知识，感知，性别的人意见的冲撞虽然阻碍决策进程和减低效率，但是更能产生强大的结果。
It is true that humans are fallible易犯错的, and board directors are no exception. For example, pay packets for CEOs can be too high, perhaps because they’ve been driven by human greed贪婪 or misjudgement of real value. But would it be any different with a robot on the board? They would analyse the pay of other CEOs, and come up with calculations, just as is done now. But would they be able to bring about change to the compensation structure薪酬结构? Would they force a right sizing or apply a moral or ethical dimension伦理层面 to whether the compensation was correct?I think it would still take a human, or at least a human programming it, to calculate that.人都容易犯错，但是要解决薪酬或是伦理层面的是，还是得靠人去执行。
Another important part to the human boardroom is the ability to judge people. Not what is on paper, but rather the people who are actually in front of you. Anyone can come up with an idea and even present it well. But as any investor, and particularly venturecapitalists资本, will tell you, quantitative定量的 calculations can only take you so far when judging whether the idea is likely to be a success. Bringing those ideas to fruition 成为结果，be it a new venture or a new direction for a company, requires the right people to execute on it. Judging whether things are going well or poorly, whether a strategy will work or not comes down to the ability to size someone up. The board must decide they are going to trust a CEO or an executive, and that has a lot to do with whether they are credible leaders. That can't be a judgement solely based on numbers.对人的判断也是很重要的，决策人是否值得信任需要经过人来决定。
Some of the fallibility出错性 in boardrooms comes from the fact that as a diverse group of board members we are, individually, often called to take decisions on matters where we don’t have expertise. In those cases, we depend on data and analysis and goodbriefings概述 to help us to make those decisions, but that is still not a substitute 替代for good judgement.出错是因为人的意见不一，但是数据分析并不能成为优秀判断力的替代物。
Also, data is not necessarily completely objective, nor is it always correct. Polling民意调查 has proven recently that the data we have is only as good as the questions asked, and the veracity诚实 of the answers given.数据并非完全客观和总是正确的，民意调查就体现了数据分析准确性由有良好的问题预设和参与者的诚实度决定。
Using data as a tool is great, and there is definitely a place for all kinds of AI as an enabling tool in the boardroom. But successful boardrooms are characterised by nuance细微差别 and judgement. The boardroom, like most of life, is not a 0-or-1 situation. We must depend on human intuition and human understanding and combine that with data. 成功的领导层决策要靠数据和人类的理解力与直觉相结合。
As board directors, we must draw on as much information and analysis as possible, and big data has a real role to play in enabling the boardroom, but I don't think I'll be sitting next to a robot in the boardroom any time soon.数据分析对于决策极为重要，但作者不认为即将会有机器人加入到会议室中。
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