Read on Twitter
1/7
THREAD: Go Strategy First in Your #AI Projects, or Pay the Price
Fun fact:
If your #AI project is predicated on solving one discrete problem (i.e. a band-aid), you're inordinately likely to fail.
(continues...)
THREAD: Go Strategy First in Your #AI Projects, or Pay the Price
Fun fact:
If your #AI project is predicated on solving one discrete problem (i.e. a band-aid), you're inordinately likely to fail.
(continues...)
2/7
These kinds of promises come back to ruin AI initiatives, and create rifts in vendor/service provider relationships:
-- Promises to deliver X measurable result
-- Promises to complete the project within X time horizon
-- Promises that X capability is definitely build-able
These kinds of promises come back to ruin AI initiatives, and create rifts in vendor/service provider relationships:
-- Promises to deliver X measurable result
-- Promises to complete the project within X time horizon
-- Promises that X capability is definitely build-able
3/7
These promises reinforce the WRONG message to executives and stakeholders, they reinforce the idea that "AI is IT"
...when in fact...
"AI is NOT IT."
@calccon does a great job of explaining this point in this @Emerj podcast interview: https://soundcloud.com/emerjairesearch/pitfalls-to-avoid-for-the-roi
These promises reinforce the WRONG message to executives and stakeholders, they reinforce the idea that "AI is IT"
...when in fact...
"AI is NOT IT."
@calccon does a great job of explaining this point in this @Emerj podcast interview: https://soundcloud.com/emerjairesearch/pitfalls-to-avoid-for-the-roi
4/7
Pandering to executive AI ignorance might win a pilot, but will hurt relationships and is unlikely to lead to a deployment.
It hurts the vendor or service provider (no lucrative long-term partnership) and the buyer (no real lessons learned or strategic progress).
Pandering to executive AI ignorance might win a pilot, but will hurt relationships and is unlikely to lead to a deployment.
It hurts the vendor or service provider (no lucrative long-term partnership) and the buyer (no real lessons learned or strategic progress).
5/7
Building executive AI fluency ( https://emerj.com/ai-executive-guides/executive-ai-fluency/) helps to set expectations and set a client up to WIN with #AI.
Building executive AI fluency ( https://emerj.com/ai-executive-guides/executive-ai-fluency/) helps to set expectations and set a client up to WIN with #AI.
6/7
An AI initiative needs to tie to a strategic mid or long-term objective, and needs to be seen as an investment in learning (new ways for teams to operate, new ways to handle data infra, etc. https://emerj.com/ai-executive-guides/critical-capabilities/). Almost everything else is disingenuous.
An AI initiative needs to tie to a strategic mid or long-term objective, and needs to be seen as an investment in learning (new ways for teams to operate, new ways to handle data infra, etc. https://emerj.com/ai-executive-guides/critical-capabilities/). Almost everything else is disingenuous.
7/7
Tim Estes of @dreasoning does a great job of explaining how this applies to selling AI the right way:
https://soundcloud.com/emerjairesearch/selling-ai-lessons-from-the
@pranayagrawal, CEO of @fractalites, breaks down the right executive mindset (and expectations) for buying #AI services: https://soundcloud.com/emerjairesearch/how-to-buy-enterprise-ai-the
Tim Estes of @dreasoning does a great job of explaining how this applies to selling AI the right way:
https://soundcloud.com/emerjairesearch/selling-ai-lessons-from-the
@pranayagrawal, CEO of @fractalites, breaks down the right executive mindset (and expectations) for buying #AI services: https://soundcloud.com/emerjairesearch/how-to-buy-enterprise-ai-the
