Maya Mikhailov on LinkedIn: #ai #enterpriseai #practicalai #aistrategy
The fuel running Big AI is...money ๐ฐ (I bet you thought I would say data or people). Whether it be venture, corporate, or cloud money, it's big bucks. Just ask Sam Altman, who said he doesn't care if he spends $500M or $50B a year on AI as long as it accomplishes his goals*.
We've been told that big money = big AI = success. So shovel some money into the AI black hole, and maybe something useful will emerge.
NYT wrote about this recently: https://lnkd.in/gutm96sh.
Is Spending Money on AI Justified?
It seems obvious, but spending money on AI just because your organization has FOMO that someone else is doing it doesn't actually make great business sense. It's odd that I have to make this point but 2023 and industry conferences have taught me otherwise.
Why Use AI for a Problem that Might Have an Easier Solution?
Here's a crazy thought: maybe the reason you are trying to use AI is because you have a broken process or product. Recently, an organization told me it takes too much time to read various attestation paragraphs made during a procurement process.
Measuring the Real Impact of AI
KPIs and real metrics are vital to establishing successful AI programs with organizational buy-in. It doesn't matter how cool the lab prototype is; it's ultimately just a science project if you cannot attach metrics to it.
Here's the good news. AI is evolving. Practical AI practitioners are finding value and making their case for AI-driven enhancements. These practical folks are getting big results.
Founder & CEO @ SAVVI AI | Practical Enterprise AI | Former SVP Synchrony
Thank you Data Leadership Collaborative for inviting me to speak at the annual Tableau Conference last week! It was fun reconnecting with #datafam friends like Adam Mico and Ravi Trivedi and great partners like Boulder Insight.
Founder & CEO @ SAVVI AI | Practical Enterprise AI | Former SVP Synchrony
The biggest trend in banking is not BaaS but BORING๐ด That isn't an acronym for anything; banks are trying their best to be as dull as possibleโand that's okay!
But boring does create a catch-22 because modern customers are demanding moreโbetter digital experiences, more personalization, and smarter recommendations on how to plan financiallyโall while expecting the stability and reliability of a steadfast boring bank.
Being boring doesn't mean stopping digital or technology initiatives but instead focusing on the fundamentals and finding new efficiencies in the business.
As banks look to AI and new technologies, it's important to ask, "Will this enable us to service our customers better while operating efficiently?" so they can be more boring without falling behind.
* Side note: ๐๐ช๐ฅ๐ฆ ๐ฏ๐ฐ๐ต๐ฆ: ๐๐ฆ๐ต'๐ด ๐ด๐ฆ๐ต ๐ข๐ด๐ช๐ฅ๐ฆ ๐ต๐ฉ๐ฆ "๐ธ๐ฐ๐ณ๐ต๐ฉ" ๐ฐ๐ง ๐๐ ๐ด๐ฆ๐ฏ๐ต๐ช๐ฆ๐ฏ๐ค๐ฆ ๐ฉ๐ฆ๐ณ๐ฆ. ๐๐ต'๐ด ๐ข ๐ง๐ถ๐ฏ ๐ฑ๐ฉ๐ช๐ญ๐ฐ๐ด๐ฐ๐ฑ๐ฉ๐ช๐ค๐ข๐ญ ๐ฅ๐ฆ๐ฃ๐ข๐ต๐ฆ, ๐ฃ๐ถ๐ต ๐ช๐ต ๐ค๐ฐ๐ถ๐ญ๐ฅ ๐ฃ๐ฆ ๐ธ๐ฐ๐ณ๐ต๐ฉ ๐ช๐ฏ๐ง๐ช๐ฏ๐ช๐ต๐ฆ ๐ฎ๐ฐ๐ฏ๐ฆ๐บ ๐ช๐ง ๐ช๐ต ๐ฎ๐ฆ๐ข๐ฏ๐ด ๐ธ๐ฆ ๐ข๐ญ๐ญ ๐จ๐ณ๐ข๐ฅ๐ถ๐ข๐ต๐ฆ...sign in
