Large percentage of knowledgeable executives see AI very differently now - says this HBR executive guide on AI. There is a new urgency.
Number of things need to be present to make the AI successful - this includes talent which is in short supply, having the data infrastructure, right quality and volume of data to train the models, how the projects will be governed, and managing the change - among other things.
Where and how one gets started ?
The guide shares many real-world experiences of CIOs, insights from AI experts, and Chief data scientists.
Gurmeet Singh, EVP and chief digital officer at global convenience chain 7-Eleven, looks for two necessary conditions to decide whether something is ripe for AI: “If you have a lot of data, and you are making lots of daily decisions with that data, then the impact of AI is huge,” he says. Framing it that way led 7-Eleven to pursue opportunities in both customer engagement and inventory management.
The executive team at Caesars Entertainment looked for opportunities across three main areas, according to CIO Les Ottolenghi. These were “what would be good for cost savings and automation; what would be best in customer engagement; and how could we create a new business service or a new business model?” Ottolenghi says. Caesars began with customer engagement for two reasons; It was where the company could see the biggest measurable payoff, and it was where relevant technologies were already available.
Bryson Koehler, chief technology officer at Equifax, suggests that companies looking to increase efficiency and effectiveness in their internal operations start with repetitive tasks. “There are always 10, 20, 30 highly manual repetitive tasks that end up with an error rate because we have human judgment in play,” says Koehler, who joined Equifax in mid-2018 from IBM.
Number of things need to be present to make the AI successful - this includes talent which is in short supply, having the data infrastructure, right quality and volume of data to train the models, how the projects will be governed, and managing the change - among other things.
Where and how one gets started ?
The guide shares many real-world experiences of CIOs, insights from AI experts, and Chief data scientists.
Gurmeet Singh, EVP and chief digital officer at global convenience chain 7-Eleven, looks for two necessary conditions to decide whether something is ripe for AI: “If you have a lot of data, and you are making lots of daily decisions with that data, then the impact of AI is huge,” he says. Framing it that way led 7-Eleven to pursue opportunities in both customer engagement and inventory management.
The executive team at Caesars Entertainment looked for opportunities across three main areas, according to CIO Les Ottolenghi. These were “what would be good for cost savings and automation; what would be best in customer engagement; and how could we create a new business service or a new business model?” Ottolenghi says. Caesars began with customer engagement for two reasons; It was where the company could see the biggest measurable payoff, and it was where relevant technologies were already available.
Bryson Koehler, chief technology officer at Equifax, suggests that companies looking to increase efficiency and effectiveness in their internal operations start with repetitive tasks. “There are always 10, 20, 30 highly manual repetitive tasks that end up with an error rate because we have human judgment in play,” says Koehler, who joined Equifax in mid-2018 from IBM.
