In the classic business book Good to Great, author Jim Collins talks about the different approaches for technology adoption between high-performing and average companies. Collins' research indicated that high performers tend to adopt technology as an accelerant to an existing, working strategy - while underperformers tended to adopt technology in an attempt to jumpstart a change in direction or strategy that they haven't yet undertaken.
Given the low level of executive AI fluency is in most enterprises today, leadership often treats AI either as a band-aid to fix near-term or novel problems, or as a kind of "infusion" of the new technology for its own sake - with projects selected arbitrarily.
What's a better way to think about AI project selection?
We've decided to start a new series called Emerj AI Leader Insights, where we'll speak with an AI leader at a renowned firm - and distill their best AI adoption or AI strategy advice into a useful graphic or resource that other lea...
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