We are inundated with discussions on new AI tools and other innovations, how much has it affected your internal strategy and planning processes? Particularly when it comes to digital transformation already in place?

Very positive15%

Some positive65%

No affect16%

Some negative2%

Very Negative0%


4k views3 Upvotes13 Comments

CIO in Telecommunication, 1,001 - 5,000 employees
I think it depends on the type of business you have.  AI tools are in their infancy at this point.  Specialized AI tools could have a major impact in their area's of specialization for some specific industries.  More general AI tools like ChatGPT are more likely to be brought into organizations from employees who are both smart and lazy, and use these tools to make themselves more productive, especially if they work remotely.
1 1 Reply
CEO in Healthcare and Biotech, 11 - 50 employees

No question, the type and nature of business is a huge factor, particularly in these early days. Which is why, when I post and comment on the results, I do parsing between all industries and specific industries. But again, to your point, these are extremely early days and though we can see how some businesses as starting to use AI tools, I think even a year from now, we will see utilizations we don't see today. Very mcuh in the vein that we don't know what we don't know

Head of Data Strategy in Software, 51 - 200 employees
We've gone from a methodical, measured approach on the integration of AI into our product and strategy to a 'we need to figure this out yesterday'.  In our space (enterprise software), I suspect we're not alone.  
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CEO in Healthcare and Biotech, 11 - 50 employees

You certainly are not alone. The issue however, is not only "we need to figure this out yesterday" is we don't know what we don't know when it comes to the AI coding (such as CHAT GPT must have an answer therefore essentially lies when it doesnt have access to the need data) and what databases are being used , etc

CIO in Government, 5,001 - 10,000 employees
AI is an important tool in our digital transformation. While IT is ready to increase AI capabilities in our environment, we are making the business case to our business operation partners. For some, AI is still a far off capabilities.   
3 1 Reply
CEO in Healthcare and Biotech, 11 - 50 employees

I am certainly a proponent of AI, however, this is a good approach as just because we can use AI, doesnt mean we should use AI (and I speak as a Digital Transformation consultant who drives some clients crazy who want this new toy, but no business case for it)

Director of Technology Strategy in Services (non-Government), 2 - 10 employees
Much like any other Tech, AI is a solution that enables outcomes. The strategu should never be "we need AI", but the question "where can AI help us" does need to be factored into the strategy.
2 1 Reply
CEO in Healthcare and Biotech, 11 - 50 employees

I couldn't agree with you more  , "we" need to understand that technology, in any form, needs to be understood as an enabler not a solution in itself

Head of Transformation in Government, 501 - 1,000 employees
I answered "some positive" after reflecting on my confusion with the option. I wonder if any organisation has taken sufficient stock from every perspective (argued by Gartner themselves in their research on AI and the need for ethical frameworks).
Even digital giants and leading creators of generative AI are feeling the panic and pressure of technology running away from them. A variant to this poll would be, "How much has it affected your strategy and operations." With some of the options being: 

"We threw out the book and are engaged in how to make AI positioning, AI probing, AI sense making, and AI automation the core of our strategic respondoing."
"We are ignoring. We have a 3 year plan."

"We are still going along, fully aware the world has changed in the last 5 years, but struggle with the implications for the next 5 years."

1 1 Reply
CEO in Healthcare and Biotech, 11 - 50 employees

Great insight on this topic Paul. As discussed in this thread, technology is an enabler, not a solution in itself. AI is very much in that world where it needs to be understood as an enabler, thereby needing to do the analysis on how this helps enable customers, the business etc ... Thanks for sharing

CFO Advisory Director in Finance (non-banking), 10,001+ employees
AI / machine learning need to be given due consideration across the intelligent enterprise
For me in Finance there are key functions that can be automated, for efficiency, cost reduction and additional checks for risk and compliance.
Head of Growth | Selling More With AI, Self-employed
Speaking from a sales/marketing perspective, AI has just fast-tracked building out an ideal client profile, identifying their motivations/pains, and creating better sales content that moves them further down the funnel. 

What used to take weeks ... filled with a lot of assumptions ... is now compressed into hours and a few days.

When it comes to the discussion about accuracy, it's not a roadblock because ultimately if buyers are captivated by the content ... whether AI-generated or human-generated ... they'll engage.

Engagement metrics reveal whether or not the messaging has triggered an emotional response.

When you launch and learn the market will tell you if what you launched strikes oil or falls on deaf ears.

What's cool is that AI can provide actionable feedback about the content that's 'clicking' with an audience, which informs sellers about the topics to accelerate.

AI will help many sellers to stop talking about what they think buyers want to hear ... and shift into joining the conversation already going through a buyer's mind.
Legal Operations Counsel & Innovation Strategist in Services (non-Government), 10,001+ employees
The impact will vary, from organization to organization, depending on its industry and its digital transformation efforts (and maturity level). The impact on existing digital transformation strategies is vast: Expanded possibilities, enhanced outcomes, and integration challenges exist. It also presents a need for upskilling and continuous training to keep up with the constant changes.

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Data availability is limited49%

Too expensive to scale effectively52%

Difficult to manage for widespread use37%

Prone to misconfiguration12%

No - There are no drawbacks7%


1.7k views3 Upvotes


5 years52%

10 years27%

15 years9%

20 years3%

>20 years1%




Director of Systems Operations in Healthcare and Biotech, 10,001+ employees
By far the best place for me to travel was Shanghai. Loved the city and the vibe. Singapore is also an amazing place to have to be stationed for work.
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