Eddie Short’s Post

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Chief Digital/AI and Transformation Officer | Managing Partner. I work with CEOs to harness Digital, AI & Data to enable step change results via Operating Model, Revenue, Customer and Financial Transformation.

Technology is constantly evolving, with AI as the latest 'game changer', but are we leveraging it effectively? With a staggering 70% failure rate in our transformation efforts, it's clear we are not and it must be time to rethink our approach. For 30 years, I've witnessed organisations invest millions in technology initiatives only to crash and burn. As a seasoned consultant, I've learned a crucial lesson: it's not just about the technology itself, but what you do with it that truly matters. That's not just empirical experience, it's backed up by the academic research - so why aren't most organisations doing that?? In a world driven by technology, the key to success lies in how we harness it for meaningful change. While the allure of cutting-edge tools is strong, we must not overlook the importance of leveraging human expertise. Instead of fixating on technical skills, focus on those who can align technology with your business objectives and drive meaningful transformation. My advice for navigating the realm of Artificial Intelligence? Look beyond the 'cutting edge' technical excellence. Don't pay a premium for the latest AI skills; instead invest in individuals who can demystify AI's potential for your organisation and spearhead transformative changes across the board. Let's shift our focus from chasing technology trends to unlocking its true value. What do you think? If you'd like to know more reach out to me, Stuart Fotheringham, Tom Swanson at Intelligent Enterprise Partners LLP #ArtificialIntelligence #DigitalTransformation #TechnologyInnovation

Graham Hill (Dr G)

30 Years Customer Service | 25 Years Customer Experience | 20 Years Customer Decisioning | Opinions my own

3mo

Spot on Eddie Short. That's why I developed a Gen AI Capability Maturity Model to understand a company's current Gen AI capabilities - bundles of complementary purpose, processes, data, other technologies, collaboration, work system and governance that create value in use - to identify where they need developing further and to create a roadmap for improvement starting from where a company is today, not with a visionary North Star. (Let me know if you want more details.) Initial analysis suggests that it is not a lack of technology that holds back Gen AI implementation, but grossly over-optimistic expectations, poor quality data, a weak understanding of how to use Gen AI and particularly, a failure to identify the best (simple, doable, valuable) use cases to start climbing what is a steep learning curve. Best regards, Graham

Maureen Kane

LinkedIn Strategy & Done 4 U Services✅ Get Results Quicker

3mo

Brilliant advice, Eddie Short. I need to look into AI and it's possibilities this year 😊.

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