Professor: Krishna Cheriath
What has enabled AI
- Growth of processing power (general processing unit) and cloud
Ratios to watch:
- # of AI papers across countries
Klarna use-case of firing 60% of workforce
“Before any headcount comes to me, here’s what I’ll ask:”
- Human-only
- AI-only
- Human-augmented
AI-first organizations
- Strategy: If your AI strategy doesn’t create dissent, meaning everyone agrees, then its meaningless
- Simplicity (parsimony + Occam’s), don’t need competing digital strategies, should paint a vision of the future.
- To do that, reimagine how to design for adoption and usability
- “Does it describe the value imperatives in a way that a 10-year-old can understand?”
- Need a data strategy, need integrated w/ a value focus for the business that is translated into the functions that will use it… Identify where we seek to create value in the business.
- 1. How do you create value? 2. How do you improve the bottom line? 3. How do you improve the customer experience? 4. How do you improve the employee experience?
- “none of that matters if you aren’t willing to adopt or change (re-imagine how you work) and how do you ensure the people in your org are digitally fluent”
- He hates “enterprise data strategy”; start w/ the most important decisions and actions.
- Army Vantage as an example of how an enterprise play obscures value
- The Basics
- Quantitative intuition + isolating key actions and the outcomes we want them to drive + I Wish I knew and I wish I could frameworks to frame biz problems
- Minimize data entry; explain to the users the value of the data
- Reject the premise: Who is using the tech (don’t count those servicing it!); then what value/impact is it driving (has to be a decision or action). What are you trying to achieve (impact, decision, etc.)
- Golf example: AI caddy requires 0 data entry, gives you information when you need to make a decision
- Data as a broad definition (see slide)
- Examples
- Amazon shopping cart prediction >90% and they start the supply chain process
- The idea that we have free will
- Framework
- Tech foundation - set your system’s of record; tech blueprint before any acquisition
- Am I maximizing the value of my existing system
- Examples
- Data decision registry (decision log that creates a network as well)
- Analytics and insight marketplace
- Ask about his vantage workflow
- Ferrari vs. Cargo Ship
- Roles: Break them into tiers and define a foundation and then bucket the technical roles and the nontechnical roles into categories that you can generalize what kind of behaviors and abilities you need