AI is asking big, new questions of all of us: ethics, biases, decision-making in general.

But the term, "use case", often reduces this complexity to: "How is AI going to make or save my business money right now today?" That approach misses the value AI can (and can't) bring to your business.

𝐀𝐈 𝐢𝐬 𝐣𝐮𝐬𝐭 𝐨𝐧𝐞 𝐨𝐟 𝐦𝐚𝐧𝐲 𝐭𝐨𝐨𝐥𝐬 𝐚𝐧𝐝 𝐢𝐭 𝐦𝐢𝐠ℎ𝐭 𝐧𝐨𝐭 𝐞𝐯𝐞𝐧 𝐛𝐞 𝐭ℎ𝐞 𝐫𝐢𝐠ℎ𝐭 𝐨𝐧𝐞 𝐟𝐨𝐫 𝐲𝐨𝐮𝐫 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬:

BUT you owe it to yourself, your board and your shareholders to make sure AI definitely can’t be leveraged. Across different industries, it’s been too successful a tool to ignore.

“𝐔𝐬𝐞 𝐜𝐚𝐬𝐞𝐬” 𝐰𝐢𝐥𝐥 𝐨𝐧𝐥𝐲 𝐠𝐞𝐭 𝐲𝐨𝐮 𝐬𝐨 𝐟𝐚𝐫:

Deriving real value from AI is hard work. It requires asking difficult questions of your business. If you can’t succinctly explain how your business generates value and revenues better than your competitors, no amount of AI will help.

𝐌𝐚𝐫𝐤𝐞𝐭𝐬 𝐚𝐫𝐞 𝐛𝐫𝐮𝐭𝐚𝐥:

The market will reward those who have an edge and punish those who don’t. You can’t rely on others to hold your hand and create value for you through AI. Low hanging fruit doesn’t stay around for long!

𝐀𝐈 𝐛𝐨𝐮𝐧𝐝𝐚𝐫𝐢𝐞𝐬:

It’s important to know where AI starts and where AI finishes in a business. Like any general tool, it can highlight weaknesses and poor decisions elsewhere in the organisation. That doesn’t mean an AI tool is responsible for those weaknesses.

𝐀𝐈 𝐢𝐭𝐬𝐞𝐥𝐟 𝐢𝐬 𝐧𝐨𝐭 𝐭𝐡𝐞 𝐯𝐚𝐥𝐮𝐞 𝐠𝐞𝐧𝐞𝐫𝐚𝐭𝐨𝐫:

Unique data sets and applying domain knowledge to a specific problem is what adds value. Luckily we are just at the beginning of collating, cleaning and storing data globally. New problems will be solved by new models trained on new data!