TALKING

Everything from writing code to resolving customer issues to refactoring the supply chain should be faster with AI.

And sometimes value propositions are obvious. Just cast your mind back to the transition from desktops to laptops or from snail mail to email. The people shaping the AI journey need to be able to see AI as an enabling technology, like email and laptops. ROI, therefore, will not require measurement because the exponential scale of added value will be felt from the boardroom to the mailroom. to resolving customer issues to refactoring the supply chain should be faster with AI.

From boardroom to mailroom

It is easy to write it down in a playbook, but when it comes to playing the game, straight business thinkers will not be enough to deliver a win. Decision makers will need to be imaginative enough to reinvent their departments to thrive in an AI-first world. These are not technologists but talented business-oriented thinkers who also understand the capabilities of the three-level AI toolbox and its control tower. They will understand the importance of measurement without getting derailed by it. They will be laser-focused on value.

So, rather than trying to measure the value of AI itself, measurement should be confined to individual projects. Know your AI. It is too easy, in entering a world that seems so specialised, to quickly become the victim of vendor lock-in. Market noise can be confusing if an organisation does not employ a resident AI expert. Among the many GenAI and Agentic AI point solutions, it may settle on the vendor that makes the best pitch rather than discovering the array of tools that best suits its business goals. It must never be hampered by questions of strategy. It must think in terms of its own business processes, its own user experiences, and its own value realisation.

Don’ t fit in with the AI revolution; make the AI revolution work for you. p

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