Now that we have completed the first two periods of the artificial intelligence discussion, now for the conclusion! And who wins the game?
Who Are You?
If you are leading and advocating the use of artificial intelligence, you are a(n) …
- Executive or C-Level leader that needs to increase stockholder or business value by implementing AI to reduce costs,
- Mid-level leader that is being required to steward the project initiative to implement AI into the business operations,
- Business professional that was assigned to a project to successfully integrate AI into the organization this area without a choice,
- Business professional that joined the initiative to positively embrace (aka, join the team) the integration of AI into your department and/or business, and/or,
- Business professional that has no idea (or will not say) what to believe.
In over 40 years of business, consulting, and academic experience, I have worked with and experienced all five situations. In corporate America, the pressure to align with and support an initiative is difficult. While I am not a psychic, I have the ability (or some) to think and analyze through initiatives. Through a life-cycle so to speak. It could be called a walk through or walking the journey.
Project Memory Lane
Some of the people I work with believe I was “hatched” as an educator with no business experience. They are incorrect!
In my pre-academic life, I vividly remember being assigned to a project that was proposed to radically transform the organization into a more efficient operation. Using a newly-designed and developed technology system.
I was one of the professionals assigned to lead the three segments of the system, reporting to a manager and an assistant vice president acting as the executive sponsor. My responsibilities consisted of designing and translating the current processes in my segment utilizing a team of divisional users and management. In reflection, a team of people consisting of intelligent, mature and experienced personnel that knew their processes well.
After several months of effort and assessing the project, here was the outcome …
- I formed some conclusions and decided to meet with the executive sponsor.
- I presented a summary of the issues (today we would call them pain-points) along with examples from the team I was leading.
- I remember the tone of the conversation … but one quote still resounds with me …
Ken, you must be a team player on this project. We need to do it. You need to lead this team.
When I left the meeting, one issue bothered me … not once did we discuss any of the examples or situations that were the “pain points” from the team of my project segment. It focused on the “lead, follow, or get out of the way” tone. I appreciate and respect being a team player, but something was wrong.
The result? A summary of the project specifics:
Post-Project Note: I left my position in the middle of the project. The project completion details were gathered through conversations after I left. More importantly, I have eliminated details to maintain confidentiality as well as no offense to the organization as well as the wonderful people I worked with.
Why do I reference this project?
According to research by the Standish Group’s CHAOS studies, a fraction of projects is successful. A summary of the CHAOS research found:
- 1% of projects will be canceled before they ever get completed. In addition, 52.7% of projects will cost 189% of their original estimates (Standish Group, 1995).
- 2011 – 2015: Successful Projects: 29 – 31%, Failed Projects: 17 – 22%. (citation)
- 2023: Successful Projects: 30%, Failed Projects: 20% (citation)
The foundation of CHAOS’ research is focused on technology-based projects. So, with decades of knowledge and experience with project management techniques, successful project completion remains a contentious issue with businesses.
Consider the following situations. Have you experienced any of these situations?
- Voice recognition technology when you contact an organization’s customer service department. How many times does it not work? After responding with a category of the call, the representative asks you the foundation of your problem.
- Or after failing to resolve the problem online (app or webpage), the automated introduction does not have a “speak to a customer service professional” and you repeat a dozen times … “Agent!”?
- How about text-based customer service? How much longer does it take for you (and the representative) to resolve the issue? The gaps in the responses from the representative (probably while responding to other text-based “calls” or having to call a “hotline” to compile a response?
- The “help” webpage has not been updated to reflect changes in the web-based system?
Takeaways and the Final Minute of Regulation
Did any of those situations reflect your experience with business organizations?
Takeaways … my students know that word and this quote …
Before you jump into a pool, make sure there is water!
The emphasis on implementing artificial technology within business organizations will not be stopped by this discussion. AI (and machine learning) is moving at a super-sonic lightening pace. Employees and middle-management will be required to be engaged by the technology.
Since artificial intelligence projects are primarily technology-based projects, what can business organizations learn from the CHAOS research? How many executives and business leaders have read them? Or is it the same mindset of the past … “full steam ahead”, the “train is on the track” ...
Will business organizations implement these projects correctly? With the proper vetting and analysis? Or is the only success metric to reduce labor and operating costs? But fail to increase efficiency while maintaining (or improving) the customer experience?
Thank you for reading! Business organizations succeed when implementing projects and initiatives using a vetted strategy and a technology project using a methodical and systematic approach.
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