Ask the AI experts What advice would you give to executives about
AI?
As
executives consider where artificial intelligence can unlock business value,
they’ll need to cut through the hype and find talent with both technical and
business acumen.
With the enormous
impact of artificial
intelligence on business becoming increasingly clear and imminent, executives
face critical (and quick) decisions on their AI strategy. The impact of these
decisions will have far-reaching, long-term implications on the profitability
and continued viability of organizations around the world. Earlier this year at
the AI Frontiers conference in Santa Clara, California, we sat down with AI
experts from some of the world’s leading technology-first organizations to
learn what advice they would give to executives as they determine how to best
employ AI across their business. An edited version of their remarks follows.
TO SEE Video GO TO THE ORIGINAL ARTICLE
This video is one in a
five-part Ask the AI Experts series that answers top-of-mind questions about
the technology:
Interview transcript
Li Deng, chief AI officer, Citadel:
I think everybody should embrace these modern AI capabilities. On the other
hand, they also have to think about business-specific problems. Not every
single tool that people in the AI community develop can suit them correctly.
Mohak Shah, lead expert, data science,
Bosch Research and Technology Center, North America: Look into how the
people-change will happen. I think the biggest challenge is not really
technology—it is people.
I think the biggest gap
that we currently need to address is the people who can connect the dots between technology and business
impact. That’s where I think
we are really missing the boat. We need people who can look at a business
problem, and have a technological solution, and essentially can see how the solution
can be brought to value.
Adam Coates, director, Baidu Research
Silicon Valley AI Lab: AI is substantially driven right now by three
critical pieces. One is data, another is computing power, and the third is
talent. As much as the field is hot, there still are not enough engineers who
know how to apply these machine-learning algorithms with a really high level of
skill. It’s getting better, but it’s still a scarce talent.
If you’re interested
in solving AI problems for your business, then I think it’s important to think hard about
whether you want to try to construct a machine-learning team within your
company to solve a specific problem or whether you can now use enterprise
platforms.
I think for drop-in AI
technologies, like if you want to use speech recognition to help with a call
center, I think this is still at a stage where you need some engineering help,
possibly some experts to apply them. But I think in the future, the enterprise
platforms for this are going to get very good.
Rajat Monga, engineering director,
TensorFlow, Google: I see AI as a tool that should be in every CEO’s tool
belt, in every executive’s tool belt. While it’s a tool that’s going to be in
everybody’s tool belt, it’s a very, very powerful tool. Just like the Internet
changed things in the last two decades, similarly, AI is going to be that big thing that’s going to change a lot of things over the
next couple of decades. It’s going to be important to think about that as a key
ingredient to whatever you build, whomever you serve, and however you manage
and help your customers.
Gary Bradski, chief technology officer,
Arraiy: You cannot not take this seriously. It’s going too fast, it’s
spreading, and it’s too fundamental to ignore.
http://www.mckinsey.com/business-functions/mckinsey-analytics/our-insights/ask-the-ai-experts-what-advice-would-you-give-to-executives-about-ai?cid=other-eml-alt-mip-mck-oth-1707&hlkid=f1bf6e89445b4e22945e9b5d60800bd4&hctky=1627601&hdpid=add321b7-c78f-4b90-9a12-495c15725ffd
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