One can be forgiven to think that everyone masters artificial intelligence, while he rushes to understand and catch up with him. Let’s face it: no one knows where I will take us. Not in a year, not even in a month. Everyone experiences and learns. Even the information director of one of the main providers of technology in the world cannot say with certainty where AI takes things.
And that’s fine.
The platforms and the offers of today’s intelligence have become obsolete at a blinding pace. What raises the question, where should we insert their investments, because there is the risk of paying money in obsolete technology? This is generally not going well with the advice or employees who must depend on technology.
But the worst strategy consists in retaining and waiting for the next iteration of technology, because this day will never come.
It is the word of art Hu, Cio de Lenovo Global, which urged decision -makers to work with the AI they have, which is more productive than waiting for new versions to happen – regardless of the speed with which they appear on the stage. Everything is uncertain, so do not count on certainty, he said, speak With Michael Krigsman from Cxotalk in a recent interview. “Agility is beating as an AI investment strategy,” he said.
Accept that AI technologies chosen today will not stay long at the forefront. Hu shared Lenovo’s approach to AI investment, which emphasizes “regret” investments, even if technology becomes exceeded.
It is not a question of perfection-it is adaptability and agility, he said again. Too often, organizations are taken in “analysis paralysis”, unable to move forward because they do not know how technology will develop. Do not wait for the guaranteed results that might never materialize, he said.
AI technology “progresses at a rapid pace – almost the day or per week or per month,” said Hu. The paralysis of the analysis sets in because “the border seems to move so quickly” and people do not know how to manage it.
The best approach is to continue to learn and tolerate ambiguity, he explained. In his business, this translates into decisions of AI taken by an inter-center executive committee. “In terms of investment issues and investment strategy, everyone should commit, which helps a lot,” he said. “It is not necessary to explain what we do or why, and it really helps the team to move forward.”
An important part of this open AI strategy is to take the dominant fear that AI removes jobs. This story “portrays workers as passive victims rather than participants active in change,” he said. “Automation of specific tasks in jobs, but humans still design roles of use and define organizational objectives.”
There is also a productivity advantage, “software engineers who once spent only 10 to 15% of their time coding now have access to capacities that previously required designers or specialized prototypes,” he explained. Consequently, professionals are released to focus on greater value activities, such as architecture, security and commercial results.
The key to succeeding in building an AI partnership is to “help teams decompose their roles into tasks, identify those that can improve or replace, and restructure positions to focus on distinctly human contributions,” said Hu.
It is important to reframe the discussion on AI, he continued. “The goal is not to lose momentum and continue in the face of this uncertainty.”
For his part, Lenovo seeks to create “the environment that invites people,” said Hu. “If you want to work in legal, if you are in marketing, if you are in finance, if you are in HR, there is something so that you can work with who will help you invite you to the door.”
This “traction” results in high levels of interest among employees and a desire to find out more, he added.
