Cross-Functional Intelligence: Leveraging AI for Unified Identity, Service, and Talent Management

Authors

  • Anil Chowdary Inaganti Workday Techno Functional Lead Author
  • Senthil Kumar Sundaramurthy AI/ML Architect, Cloud &Technical Leader Author
  • Nischal Ravichandran Senior Identity Access Management Engineer Author
  • Rajendra Muppalaneni Lead Software Developer Author

DOI:

https://doi.org/10.69987/

Keywords:

Artificial Intelligence, Cross-Functional Integration, Organizational Intelligence, Talent Management, Identity Optimization

Abstract

The contemporary technological landscape represents an unprecedented convergence of computational intelligence, organizational dynamics, and strategic human resource management, wherein artificial intelligence emerges as a transformative mechanism for reimagining traditional organizational frameworks. This comprehensive research article undertakes an extensive exploration of cross-functional intelligence, presenting a sophisticated analytical framework that comprehensively examines how advanced artificial intelligence methodologies can fundamentally restructure and optimize organizational processes across identity management, service delivery, and talent development domains. By meticulously investigating the intricate intersections between cutting-edge technological capabilities and strategic human capital management approaches, this scholarly investigation provides a profound, multidimensional analysis of AI's potential to revolutionize contemporary organizational practices, challenging existing paradigms and introducing innovative conceptual models that transcend conventional disciplinary boundaries.

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Author Biography

  • Rajendra Muppalaneni, Lead Software Developer

     

     

     

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Published

2020-10-11

How to Cite

Inaganti, A. C., Sundaramurthy, S. K., Ravichandran, N., & Muppalaneni, R. (2020). Cross-Functional Intelligence: Leveraging AI for Unified Identity, Service, and Talent Management. Artificial Intelligence and Machine Learning Review , 1(4), 25-36. https://doi.org/10.69987/

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