As companies embrace the potential of artificial intelligence (AI) and its transformative impact on various white-collar functions, they are faced with a critical question: Who should be responsible for managing these AI initiatives? Determining the appropriate teams and departments to oversee AI projects can be challenging, as striking the right balance between enabling experimentation and mitigating risks is crucial.
Managing AI initiatives
The diverse applications of AI across departments make it difficult to designate a singular team to manage AI efforts. Granting too much freedom to multiple departments may lead to data privacy issues and increased risks while restricting access stifles innovation and productivity enhancements. Achieving the right balance is essential for successful AI implementation.
CEOs have engaged in extensive discussions to determine the best approach for tackling AI projects and identifying suitable leaders for these initiatives. Some companies have entrusted technology chiefs or data officers to evaluate and implement AI solutions. These individuals possess technical expertise and can assess which generative AI tools, like ChatGPT, are most suitable for their businesses.
Creating specialized roles and committees
Many organizations have created dedicated positions, such as heads of generative AI, or formed committees to address AI-related challenges. Companies like VMware and DocuSign have established small cross-functional task forces comprising employees from various departments. These task forces, typically consisting of about a dozen members, meet regularly to discuss and drive AI initiatives. Involvement in such efforts has become a sought-after assignment as professionals recognize the potential for career growth and skill development.
Real-life examples
Companies like VMware have established a centralized AI council to oversee AI projects across the organization. This council comprises representatives from different departments and sets guidelines for AI usage. By defining permissible applications, the company ensures AI is used effectively while mitigating potential biases or privacy concerns.
Other organizations, like MetTel, consider placing data scientists in each department to identify new AI use cases. By leveraging AI to automate manual tasks, companies can increase productivity and focus on higher-value work. Employees throughout the company at MetTel are already providing ideas on how AI can enhance existing processes, showcasing the enthusiasm and potential of AI in the workplace.
Companies must strike a balance between top-down control and bottom-up idea generation. Prologis, a real estate company, expands employee access to Azure OpenAI tools while maintaining a small leadership team responsible for evaluating and implementing AI projects. This approach allows for easy idea generation while ensuring control and due diligence in implementation.
The future of AI in business
While some skepticism surrounds the potential of AI, many CEOs anticipate significant changes in work processes and increased employee productivity. Companies are already experiencing the benefits of AI in areas like pricing strategies and process optimization. As AI models improve and organizations leverage proprietary data, the value derived from AI is expected to increase substantially.
As companies embrace AI technology, the question of who should manage AI efforts becomes increasingly crucial. Companies employ strategies to drive successful AI implementation by stripping the right balance between control and experimentation, assigning specialized roles, and forming cross-functional committees. With careful planning, organizations can harness the power of AI to enhance productivity, drive innovation, and achieve their business objectives.
