FEATURE fallback mechanisms articulating how lasting business process transformation comes from rethinking how work is done not simply swapping one LLM for another.
If it doesn’ t make money we shouldn’ t do it
The reality is in
Last but not least you need to be a hard-nosed capitalist. The only most enterprises successful implementation of AI the constraints are is if it impacts your organization’ s organizational not real business goals. Anything that doesn ' t drive growth or retention any factual limits on
or EBITDA earnings before the technology. interest taxes depreciation and amortization improvement is not valuable for the long term and should not be the main focus of investment or effort.
But this won’ t work unless you yourself recognize AI is not like implementing a new ERP or CRM it’ s far more fundamental and business-altering. As the CAIO you need to engage with every team identify specific use cases within what they do and deploy AI to optimize them. That doesn’ t become real until you get a full understanding of the technology and you make it your main focus.
The bottom line is we have crossed the line from‘ Does AI work?’ to‘ How do we redesign ourselves around it?’ The responsible reaction is to rise to the challenge and amplify what you are already doing but as tomorrow’ s CAIO not yesterday’ s CIO. •
40
INTELLIGENT CIO EUROPE www. intelligentcio. com