I recently had the honor and pleasure of being invited to a CTO roundtable on GenAI. This was triggered by the notion that many organizations created or are still creating something called a GenAI strategy or vision.
At the table, we discussed use cases and—not surprisingly—noted that these use cases are typically a combination of regression models and GenAI capabilities. The second thing we said was that the use cases were less transformational than expected and more in business process optimization. The use cases originated from traditional ways of observing the business value chain, rethinking the process, examining possible IT and HR enablers, and designing a new process using selected enablers.
This brought me back 30 years to one of my first projects. The project was a massive integration of two benefits agencies where I had the privilege to work with bright and enthusiastic colleagues to examine employers’ processes. The traditional approach of describing the as-is, the to-be, and the means to make this work still applies today. Back then, we identified 4GL languages, databases, and Oracle Forms as potential IT Enablers. If we had executed the project in 2015, we would probably have looked at Low-Code, RPA, Cloud, and AI. Today, we would identify IT enablers like GenAI, Automatic Speech Recognition, and Copilot.
So, instead of creating a GenAI strategy, develop a way of working where you continuously asses the value chain, and see how you can improve it by applying fitting IT and HR enablers. And yes, GenAI could be one of them, and certainly not the only one.
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