please do the following:

1.) Introduction (assume that the audience have not read the case).

2.) Statement of the Problem (lay out what you perceive as the scenario).

According to a recent article published online by Bloomberg.com, "At IBM, when performance time rolls around, employees get judged not only on their accomplishments (and failures), but also on how they might perform in the future". And just how can IBM predict what an employee will achieve in the future? "Using artificial intelligence, IBM's Watson Analytics looks at an employee's experiences and projects to infer the potential skills and qualities each person might have to serve IBM in the future." In addition, IBM's internal training system is scanned to determine if an employee has attained new competencies. Then IBM's management takes all of this information into account as an employee's bonus, pay raise, and promotion decisions are made. As stated by IBM's Vice President for Compensation and Benefits, "Historically, employers used past accomplishments as the sole metric for compensation decisions, premised on the idea that past is prologue." This approach "worked when job tasks remained relatively static over time." Nowadays, though, "the half-life of skills is getting shorter and shorter. What employees could do yesterday matters less than what they can potentially do tomorrow?" Another company, The Intern Group, "ranks its workers on what it believes are the fifteen skills - such as flexibility and communication - needed to succeed in the next 100 years." The Intern Group's CEO says management tries to identify its "top ten percent of future talent, a group of people the company will do 'whatever it takes' to keep." These "theoretical future high performers benefit from internal mentorship, job rotation opportunities, and compensation rewards