The 6 Disciplines Companies Need to Get the Most Out of Gen AI

Most organizations aren’t equipped to wield the technology effectively. But they can develop their capacities.

Some observers are beginning to question whether gen AI will produce enough value to exceed its costs. It can, but extracting economic value from gen AI requires several different types of disciplined capabilities. Unfortunately, most companies lack these. The good news is they can develop them. Specifically, companies should invest in behavioral change, controlled experimentation, measurement of business value, data management, human capital development, and systems thinking. Once these capabilities are in place, companies should focus on picking the right projects for gen AI. They should do this by 1) funding the responsible rebels, 2) choosing projects that are quick, practical wins, and 3) linking those projects to the company’s identity.

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  Thomas H. Davenport is the President’s Distinguished Professor of IT and Management at Babson College, a research fellow at the MIT Center for Digital Business, co-founder of the International Institute for Analytics, and a Senior Advisor to Deloitte Analytics. He is author of the new book Big Data at Work and the best-selling Competing on Analytics.
  

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  John J. Sviokla, Co-Founder of GAI Insights has been a senior consultant with PwC, Diamond, and was on the faculty of HBS for over decade.  His passion is understanding how computability of reality changes organizations and competition and that’s what he researches, writes, and speaks about.
  

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