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30 December 2025
Author: Asif S Kasbati (FCA, FCMA & LLB)
Tax, Company, etc Laws Quick Commentaries (QC) and Daily News & Video Clippings Services' Flyer, click here. For video a
From: Asif Siddiq Kasbati <asif.s.kasbati@professional-excellence.com>
Date: Mon, Jul 22, 2024 at 5:10 PM
Subject: HRQC35= All Expertise free within 15 years by Artificial Intelligence
208+ Human Resources (including Training, Health, Precautions & Safety) Commentary – HRQC 35
A. Background
This refers to QCs (in trail, blue, italic and after double line)
(a) FRQC 224 of 3.7.24 about Unleashing power of AI three key steps for strategic scaling
(b) BFIC 273 of 7.6.24 about Artificial Intelligence 3 key steps strategic scaling
(c) HRQC 20 dated 6.2.24 about Artificial Intelligence
B. Updated Commentary
Further to KQU 2861, being an important matter, we would inform you that the about AI could make all expertise free within 15 years, billionaire VC says (Attachment 35.1) with emphasis in bold, for quick reading; whole matter in
2. Mr Vinod Khosla made the remarks at the Forbes Iconoclast Summit in New York Billionaire entrepreneur and venture capitalist Mr Vinod Khosla believes artificial intelligence will make pretty much all expertise free within the next two decades.
3. Mr Vinod almost certain, within the next 10-15 years, we can have free doctors for everybody on the planet, or near-free, with the cost of computing,” he said at the Forbes Iconoclast Summit in New York. “We’ll have nearly-free personal tutors for every child on the planet, because AI will be the AI tutor.”
4. “Whether you’re talking about structural engineers or oncologists, almost all the expertise will be free,” he said, noting that the technology will make this possible within the next decade, but that it could take 20-25 years to reach full adoption. The investor didn’t elaborate substantially on how this will happen.
5. The billionaire’s venture firm, Khosla Ventures, has skin in the game as an early backer of OpenAI. Khosla, who describes himself as a “techno-optimist with real empathy and care,” has long been entrenched in Silicon Valley, co-founding Sun Microsystems out of Stanford in 1982.
6. The investor regularly makes headlines for his 15-year effort to keep people off a public beach adjacent to his land.
7. Khosla likened the technology to the development of the internet, but noted that AI is “the first time we get amplification of the human brain,” he said.
8. “Almost every function human beings can do will be done more scalably, probably better than humans can do,” he said. These developments will bring massive productivity gains, but they will also cause increasing income disparity, the VC added. At some point, he said, this could become very deflationary and could ultimately result in needing new ways to measure output via GDP.
9. Khosla also pointed to the geopolitical consequences surrounding AI, as the race for chips and AI technology continues to heat up between the world’s two largest economies.
“We’re clearly in a technoeconomic war with China, and whoever wins that will have huge economic influence,” he said. “And because of economic influence, influence on politics, policy, and ideology.”
10. “And I, for one, don’t want the Chinese ideology to win,” he said (KC: As he is Indian, who has disputes with China)
11. The VC said he supports the use of any and all measures to curb China’s development in space, including trade restrictions. The U.S. strength in this battle, according to Khosla, is in its entrepreneurial ecosystem and openness to creativity and imagination.
C. Further Details & Services
Should you require any clarification or explanations in respect of the above or otherwise, please feel free to email Mr Amsal at amsal@786tax.com with CC to info.kasbati@professional-
Best regards for Here & Hereafter
Asif S Kasbati (FCA, FCMA & LLB)
Managing Partner
Kasbati & Co (1400+ Tax, Levies, Companies, Economy, Inflation, HR, Banking, Finance, etc
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=============================
From: Huzaifa Asif <huzaifa.kasbati.co@
A. Background
This refers to the following QCs (in trail, blue, italic and after double line):
(a) BFIC 273 of 7.6.24 about AI 3 key steps strategic scaling
(b) FRQC 198 of 18.3.24 about AI for Finance & Accounting Workshop recording
(c) BFIC 253 of 12.2.24 about Generative AI & Revolution and Regulations & Business Implications
(d) HRQC 20 dated 6.2.24 about Artificial Intelligence will affect 40% of Office Jobs & What to do / KCV.
(e) EIQC 242 dated 18.8.23 about Artificial Intelligence related Employees thoughts Survey results.
B. Commentary
Further to KQU 2770 dated 24.4.24, being an Important matter, we would inform you about BDO Article of 23.4.24 Unleashing the power of AI: Three key steps for strategic scaling (Attachment 224.1) ) in the ensuing paragraph, with emphasis our in bold for quick reading if less time.
2. The imminent threat is not people being replaced by AI but being outpaced by those who fully embrace its potential. And the same goes for companies; the organisations that sit and wait for others to act first risk losing their competitive edge.
C. The AI imperative
1. BDO recent Techtonic States (Attachment 224.2) research revealed that the adoption of AI and other advanced digital solutions is the number one strategy organisations are pursuing to gain a competitive advantage over the next 12 months. And this certainly rings true for me. every day I see innovative AI use cases driving productivity and business value across industries.
2. One industry quick to embrace the transformational potential of AI is Private Equity (PE). PE firms are leveraging AI tools to streamline critical processes – from rapidly summarising and analysing lengthy documents to conducting investigative due diligence on business portfolios, and even optimising contract renewal procedures. AI is revolutionising how these firms operate, with tasks that once took someone days to complete now completed within minutes.
4. Healthcare is another prime example where AI is changing the game. This is much more than chatbots providing answers to patient questions; AI models can analyse patient symptoms in line with their medical history to provide a list of possible conditions. From there, they can recommend tailored treatment plans and provide up-to-date clinical guidelines.
5. Despite the growing number of use cases, business leaders are rightly recognising the risk of failing to fully leverage the benefits of AI. This resonates with many starting out on their journey with clients asking: “Now that I've started using AI, how do I scale?”
D. Developing an AI scaling strategy
With AI technologies advancing by the hour, navigating this evolving landscape can seem daunting, particularly for business leaders lacking a technical background. So how can leaders cultivate confidence in embracing innovation and guarantee the seamless integration of AI platforms across their organisation to optimise scalability and maximise benefits?
E. Ensuring top-down AI adoption
1. At a recent roundtable discussion, we asked CFOs and their employees if they were currently using AI in their roles. Unsurprisingly, 60% of the employees raised their hands. Surprisingly, not one CFO did.
2. The main differentiator between the success and failure of any new technology is user adoption. Buy-in is needed at every level of the business, and this starts with the education of senior team members. Leaders must have a strong understanding of AI capabilities and pitfalls, and experience in using it themselves.
F. Aligning AI initiatives with business goals
It’s only when AI use cases are aligned with the broader business strategy that its true potential is unleashed. Start by identifying your organisation's core business objectives and understanding how AI can support and enhance these goals. Whether helping improve customer experiences or streamlining internal processes, your AI projects can directly contribute to driving tangible business outcomes.
G. Prioritising AI projects based on feasibility and potential impact
1. Do you have the necessary resources, data, and skills available? And is the use case scalable? Can it be replicated across different parts of the business? Can you undertake this use case safely? This strategic focus and proper prioritisation will ensure you’re investing in the projects that are both achievable and will deliver the greatest impact. Through high-impact projects which demonstrate what AI can really do, you will build momentum for further scaling.
2. The worst thing leaders can do at this point is bury their heads in the sand. Every organisation needs an AI strategy, and those which fully leverage the benefits of this technology will not only stay relevant but drive growth and innovation.
H. Further Details & Services
Should you require any clarification or explanations in respect of the above or otherwise, please feel free to email Mr Amsal at amsal@786tax.com with CC to info.kasbati@professional-
------------------------------
A. Background
This refers to QCs (in trail, blue, italic and after double line)
(a) FRQC 198 of 18.3.24 about AI for Finance & Accounting Workshop Recording
(b) BFIC 258 of 26.2.24 about Techtonic States - Private Equity Spotlight
(c) BFIC 253 of 12.2.24 about Generative AI & Revolution and Regulations & Business Implications
(d) HRQC 20 dated 6.2.24 about Artificial Intelligence will affect 40% of Office Jobs & What to do / KCV.
(e) EIQC 242 dated 18.8.23 about Artificial Intelligence related Employees thoughts Survey results.
B. Updated Commentary
Further to KQU 2770, being an important matter we would inform you about Unleashing power of AI: Three key steps for strategic scaling (Attachment 273.1) in the ensuing paragraph, with emphasis ours in bold for quick reading.
C. The Gen AI opportunity is here, and businesses need to seize it or risk getting left behind.
The imminent threat is not people being replaced by AI but being outpaced by those who fully embrace its potential. And the same goes for companies; the organisations that sit and wait for others to act first risk losing their competitive edge.
D. The AI imperative
1. Our recent Techtonic States (Attachment 273.2) research revealed that the adoption of AI and other advanced digital solutions is the number one strategy organisations are pursuing to gain a competitive advantage over the next 12 months. And this certainly rings true for me. Every day I see innovative AI use cases driving productivity and business value across industries.
2. One industry quick to embrace the transformational potential of AI is Private Equity (PE). PE firms are leveraging AI tools to streamline critical processes – from rapidly summarising and analysing lengthy documents to conducting investigative due diligence on business portfolios, and even optimising contract renewal procedures. AI is revolutionising how these firms operate, with tasks that once took someone days to complete now completed within minutes.
3. Healthcare is another prime example where AI is changing the game. This is much more than chatbots providing answers to patient questions; AI models can analyse patient symptoms in line with their medical history to provide a list of possible conditions. From there, they can recommend tailored treatment plans and provide up-to-date clinical guidelines.
4. Despite the growing number of use cases, business leaders are rightly recognising the risk of failing to fully leverage the benefits of AI. This resonates with many starting out on their journey with clients asking: “Now that I've started using AI, how do I scale?”
E. Developing an AI scaling strategy
1. With AI technologies advancing by the hour, navigating this evolving landscape can seem daunting, particularly for business leaders lacking a technical background. So how can leaders cultivate confidence in embracing innovation and guarantee the seamless integration of AI platforms across their organisation to optimise scalability and maximise benefits?
2. Ensuring top-down AI adoption
2.1 At a recent roundtable discussion, ICAP asked CFOs and their employees if they were currently using AI in their roles. Unsurprisingly, 60% of the employees raised their hands. Surprisingly, not one CFO did.
2.2 The main differentiator between the success and failure of any new technology is user adoption. Buy-in is needed at every level of the business, and this starts with the education of senior team members. Leaders must have a strong understanding of AI capabilities and pitfalls, and experience in using it themselves.
3. Aligning AI initiatives with business goals
It’s only when AI use cases are aligned with the broader business strategy that its true potential is unleashed. Start by identifying your organisation's core business objectives and understanding how AI can support and enhance these goals. Whether helping improve customer experiences or streamlining internal processes, your AI projects can directly contribute to driving tangible business outcomes.
4. Prioritising AI projects based on feasibility and potential impact
4.1 Do you have the necessary resources, data, and skills available? And is the use case scalable? Can it be replicated across different parts of the business? Can you undertake this use case safely? This strategic focus and proper prioritisation will ensure you’re investing in the projects that are both achievable and will deliver the greatest impact. Through high-impact projects which demonstrate what AI can really do, you will build momentum for further scaling.
4.2 The worst thing leaders can do at this point is bury their heads in the sand. Every organisation needs an AI strategy, and those which fully leverage the benefits of this technology will not only stay relevant but drive growth and innovation.
F. Further Details & Services
Should you require any clarification or explanations in respect of the above or otherwise, please feel free to email Mr Amsal at amsal@786tax.com with CC to info.kasbati@professional-
Best regards for Here & Hereafter
Asif S Kasbati (FCA, FCMA & LLB)
------------------------------
A. AI Commentary
Further to KQU 2603 dated 8.1.24, being an Important matter, we would inform you about Artificial Intelligence will affect 40% of Office Jobs (Attachment20.1) with bold done by us for emphasis. A recent analysis conducted by the IMF has highlighted the far-reaching impact of Artificial Intelligence (AI), with the potential to disrupt nearly 40% of all jobs.
2. Ms Kristalina Georgieva, the Managing Director of the IMF, has expressed concerns about the potential consequences of AI adoption. She points out that in most scenarios, the widespread use of AI is likely to exacerbate existing inequalities.
3. Georgieva emphasizes the need for policymakers to take action in response to this troubling trend, as unchecked AI deployment could further worsen social tensions and disparities.
4. The rapid proliferation of artificial intelligence has sparked intense debate and scrutiny, with both its benefits and risks coming under increased scrutiny and discussion.
5. According to the latest analysis by the IMF, the influence of artificial intelligence on employment is expected to be even more pronounced in advanced economies, with an estimated impact on approximately 60% of jobs. In about half of these cases, employees stand to benefit from AI integration, as it will enhance their productivity and work capabilities.
6. However, in other instances, AI will have the capacity to take on critical roles traditionally performed by humans. This shift in labor dynamics could result in reduced demand for human workers, potentially affecting wages and, in some cases, leading to job displacement.
7. In contrast, the IMF’s projections indicate that low-income countries may experience a comparatively lower impact, with AI affecting only around 26% of jobs in these regions.
8. Ms Georgieva said:
Many of these countries don’t have the infrastructure or skilled workforces to harness the benefits of AI, raising the risk that over time the technology could worsen inequality among nations.
9. This analysis resonates with a report published by Goldman Sachs in 2023, which estimated that artificial intelligence could potentially replace the equivalent of 300 million full-time jobs. However, the report also emphasized the possibility of new job opportunities emerging alongside a significant increase in productivity.
10. Further Details & Services
Should you require any clarification or explanations in respect of the above or otherwise, please feel free to email Mr Amsal at amsal@786tax.com with CC to info.kasbati@professional-
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C. Multiplication
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Best regards for Here & Hereafter
Asif S Kasbati (FCA, FCMA & LLB)
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