Déjà vu – Adopting New Technologies

Every industry in the present world is trying to add the flavor of artificial intelligence and similar new technologies. In this race, most of them have flagged initiatives that are now getting complex. Managing and steering them has become a synonymous complaint amongst most. This complex situation has arrived due to a few reasons from my viewpoint.

1. Why are we using AI – only because it is cool ?? the same work can be done without AI, but I want to use it in some way to call this an AI-powered solution. Maybe we are force-fitting AI and other disruptive technologies without proper assessment and evaluation of what I am solving and will solve it. It might be reasonable, useful, and feasible to introduce any new technology and just work on streamlining or simplifying the process sometimes. (Need Vs. Want syndrome)
2. How do we get what we want – Once we have adopted this exquisite technology, how do we make it work to our advantage? But……but…..do we have the right skillset, toolset, mindset to get things moving.
3. What to do when we have it / do with it – Once we have used all the sets to assemble a solution, what are we planning to do with it. Use it …. where? Sell it ……to whom?

  I am sharing a perspective for an approach to looking at the adoption of these capabilities. Some I have experienced, some I have read, and the rest heard from all the industry leaders, experts, and scholars.

Set an Objective:

Most importantly, an objective must be established. This will define how your organization plans to perceive the adoption and implementation of Artificial intelligence/new capability.

The best applicable method would be Simon Sinek’s Golden circle: Why – How – What will give you a good idea of why you wish to do this, how will this add value, and what are you going to do (The Product).

The organization should also plan to onboard other support technologies and platforms. If not, immediately, this should be in the technology adoption/onboarding roadmap. As if the support technologies are already existing, then a strategy must be devised to bring them in contact and work collaboratively. When this plan is set, you can build a projection of investment, skill, and resources that you need to create/procure to establish the new capability.

The Objective might change based on the Organization core business.

It is not just a decision to embrace this journey but also to realize what should be expected and the factual way to reap benefits. There are many macro and micro categories that organization are categorized into but let us consider the three major one.s

• Services provider (any service provider – IT Infra, HR, supply chain, logistic)
• Technology/pure-play partner (Hardware, software, applications)
• Product/business unit (Retail, Healthcare, Manufacturing)

Different organizations have varied expectations from supporting and new technologies. Also, I am of a view that the organizations should note how they are going to embrace this new technology: long-term capability building, value addition, or an Integral Component of the institution. The current business community is aware of the changing landscape of technology and is equipped with the necessary knowledge around the uses, technical applicability, advantages, and limitations.

The service industry is focused on reducing the cost of service delivery. Technology companies are focused on improving the model and technically advanced products. Business units expect to gain a competitive advantage over rivals without compromising on customer satisfaction and expectations levels. Still, various industries hold a strong opinion about investing in the technology area, intersecting the actual core business investments. Multiple models can be adopted based on the management direction, which I will discuss in my next write-up.

The vision and the vision keeper play a key role in making this decision as to what is the way forward. Keeping in mind the characters of the industry, these should be the guiding factors to choose a strategy.

I call it – Check with the GOD’S

Almost all organizations have a few useful and accurate guidance at their disposal, but they are seldom used. I am talking about the Research Analysts and Firms like Gartner, HFS, Forrester’s, and so on which can be engaged to verify the approach finalized, if not seek advice on the roadmap and ask for a competitive analysis about the products and technology that is being practiced by similar institutions in the market. Research analyst firms can be involved in various arrangements like consulting, advisory, and delivery. The right way is to involve them at every significant stage to take insights and then move forward. This is going to help and endorse the approach that you are taking in the global market. But, be sure to engage the right firm in this activity as firms specialize in a particular area like IT, Financial Services, Healthcare, and there are Research institutions (Gartner’s, McKinsey). There are consulting firms known as partners (Deloitte, Cap Gemini, E&Y).

These are essential and knowledge-rich companies that will help in their particular way to choose and firm your approach forward. And not to forget, they are the best promoters that you can get when you get mentioned and published in their reports about the initiatives.

Choose your weapons carefully.

It’s cool to have all technologies within your armory, but it’s criminal to have one that does not fit the objective or does not know the use or application. Based on the industry, ambition, and vision, the technology management leaders should wisely decide to choose the technologies required to address, build, and assimilate a fit for purpose and fit for use. This will help you develop expertise and gain knowledge of that technology and establish that as your crucial offering, which will send the right message. If the solution needs other disruptive technologies, intervention, and integration, there is always an option open for partnership or combined solutions. You don’t have to buy Disney land to experience it.

If you start embracing multiple technologies as you move forward, the overhead cost will spike with an increased risk of investment, non-usability, and misguide the customers (internal & external) on the organization roadmap.

Fix the battlefield – Identify use-case.

Once the decision has been made to build a certain set of capabilities, then comes the applicability of these capabilities within your organization. These use cases can span from Infrastructure, application domains to business processes, and business units. The next step is to identify the consumers (internal & external) for your product. This activity requires some brainstorming and identifying use cases that are current and relevant to that industry. The developed/acquired capabilities are out to build POC and demo versions, further refined and formalized. The use-cases are your future solutions, enhancements, and products.

Post the use case identification; There should be a reliable evaluation technique that will help you prioritize, sort, and differentiate the use cases. Gating criteria can include the complexity of the solution, direct business impact, and customer value. The elaborate evaluation sheet can be built considering and digging deep into each aspect of technical, business, and management criteria. This system will help you filter the right use cases and concentrate on the respective solution.  

 Don’t lose your ground.

There is a high possibility that organizations may get confused or trapped in a bubble of AI adoption as, most of the time, they might feel a vacuum. One gets very excited and joyous to adopt new, more, and enhanced capabilities and lose your way and direction in its effort. Very likely that the objective might get diluted or changed as you might get involved in choosing a new platform, acquiring a unique skill set or resource, acquisition or partnership will keep you swiveling. But a focused leadership will help you get back to the primary goal. Practice teams are one good example that will regain and retain the direction of this initiative. They set the milestones; they are the guidance and ensure we are moving as per the roadmap. 

For the first few quarters, a charter must be set, and clear accomplishment criteria (milestones) should be established to gain confidence in the approach.

Once the markers are achieved, this will provide foresight on the next steps.

If you know where you are and you know where to go – We can figure out how to get there.