We recently caught up with James Cumberland and Jason Jercinovic from our US office to hear their recommendations on how to cut through the AI hype and land value through specific use cases.
James shares how important an iterative test and learn approach is with this technology, while Jason highlights how our 5Ps approach is the simple secret to deploying AI pragmatically while keeping humanity at the centre.
Watch the video now or read a transcript below.
James: It’s starting with understanding what the use cases are for AI. Because there are so many different applications that AI could be assigned to. I think clients and companies should be being really rigorous around what are the 1, 2, 3, 5 sort of things, case studies, that they should try AI with.
And then just really kind of go through that agile with a small a, that iterative process of just test and learn. Just dip your toe in the AI water, see if it works. If it doesn’t, that’s fine. Fail fast and move on.
I think kind of avoiding the hype and avoiding the view that AI can solve everything is just going to mean that you’re forever trying and never learning or actually landing value.
If you can land value on one and two things, that’s much better than never landing value on ten things. So how can you be really clear on what the things that you want to target?
Jason: So one of the things that we see when clients come to us and ask about how they deliver value now is how do you cut through the hype, right?
How do you know what’s real and what’s not?
And we like to think about that in the context of our 5Ps framework. You have to prove that this is a real thing.
And so the proof starts with thinking about what are we trying to do? What are the business problems that we’re looking to solve, and then who are the partners that help us do that? If that’s something that we look around for expertise that we don’t have? Often with AI, it’s about the technology and there’s a wide variety of partners that are out there. Different partners solve different parts of the problem.
Then identifying the use cases that matter. What is the business problem that we’re looking to solve? And prioritising the use cases to focus. Because there’s a tendency to try to change everything all the time. I like to say you can’t have two number ones. You’ve got to prioritise the things that matter. All right? And so you identify your problem and then you think about what is the pathway to get to the solution we’re looking to reach? What’s the line to where we want to be?
And don’t forget about the people. We started at the people at the beginning, but the nature of humanity has to be at the core of what you’re doing. At the end of the day, you’re solving a business problem, but it’s people that are doing stuff; either customers who are buying stuff or new ways of working within your staff, or maybe your partners and your supply chain are offering different ways.
So having the notion of humanity at the centre of what you’re thinking is can really land the value.
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