The AI Journey: How Do You Take Insights to Decisions?

Let’s Talk AI

 

It’s been 67 years since Stanford professor John McCarthy defined artificial intelligence as “the science and engineering of making intelligent machines.”

About the author

Rigvi Chevala

CTO, Evalueserve

Rigvi Chevala is Evalueserve’s chief technology officer (CTO). He has more than 16 years of experience leading high-performing product engineering teams in building enterprise-scale products and applications.

In-house AI experts

Cathy Feng

Swapnil Srivastava

When using AI to solve business challenges, we need to draw out the distinctions between how AI can aid decision-making vs. AI that makes decisions for us.

As an illustration, when an autonomous vehicle senses a pedestrian crossing, it could either:

  • send the driver an audio alert (i.e., aid in decision-making), or
  • brake automatically (i.e., decide on your behalf).

If you consider a B2B setting, you could have an algorithm that can rationalize inventory levels by adjusting purchase orders or providing procurement teams with the intel and data to make those decisions themselves.

In this eBook, Rigvi Chevala helps teams understand the way domain-specific AI solves real-world problems that organizations face, with tips from him and other industry experts!

AI is kind of dumb by itself because it only does one thing, and it does one thing very well. The trick is to identify things we can’t make effective decisions on and see if it’s mathematically possible to identify patterns and then use them for your decision-making.

Understanding the Challenge

0 %

of organizations had implemented AI

0 %

AI employment increase between 2015 and 2019.

Source: 2019 Gartner survey 

Did You Know?

99% of firms reported they were actively investing in AI and Big Data.
However, according to a 2021 NewVange Partners survey, only 24.2% have forged a solid data culture, and only 29.2% are experiencing transformational business outcomes.

Analytics Maturity

A mature AI-powered organization with a strong focus on data governance leads you to where you want to be going: upwards on the analytics maturity curve. A 2019 Forrester report found that about 57% of organizations were classified as beginners on the maturity curve, 35% were at an intermediate level, and only 8% were at an advanced level.

0 %

of organizations were classified as beginners on the maturity curve

0 %

were at an intermediate level

0 %

were at an advanced level

Briana Brownell

Pure Strategy

Brownell mentioned some things to keep in mind when organizations are kick-starting their journey up this maturity curve:

Successful and mature organizations often have an internal innovations team in place. The internal innovations team is centralized and helps educate different departments, building their skillsets with available insights.

Ask questions every step of the way:

  • Is your data set uniform before you build an analytics model?
  • Are you talking to a variety of teams across the company and getting their input?
  • How can you improve your products?
  • What markets can you enter?

Macro Levels of Data

Every day there are about 2.5 quintillion bytes of data produced, a Forbes article reported. That is a lot of data with which to keep up. For optimal business results, it’s key to narrow down on the right type of data for your business using AI and a team of experts.

You must understand the space and take a methodological approach, which begins with data collection and understanding, even managing, that big data. Then, before you can provide the capability for decision-making, you have to combine natural language processing with human curation.

This was a core topic in the Decisions Now episode featuring Cam Mackey, in which we discussed using competitive intelligence to drive better business outcomes.

Cam Mackey

SCIP

Have a growth hypothesis in place to poke holes in your data sets that help teams understand the why and the context of the challenge and data, without which data is meaningless.

Data Governance

Achieving results depends on your company’s data governance and data management strategies.

When sorting through the large pools of data that can be processed by your AI algorithms to deliver decision-ready insights, it becomes important to have quality data. 

In the fifth episode of the Decisions Now podcast, we asked Bin Mu, Adobe’s Chief Data Officer, for his take on the need for data governance and creating that framework.

My advice will be to have a broader view of the company of how data is being used. I start with a high-level strategy, scope it, and do that one step at a time showing the achievement, implementing the data governance strategy and the approach. So, start to show the value, and train the users to get used to it. Follow it, build into their nature, and use that quadrant to roll out to the entire company.

In our conversation, Bin gave these pointers on how to build a quality data governance strategy:

Make data governance the front and center of your business model. Have a team of experts in place as well as automated processes that prioritize this strategy.​

A

Have a centralized data hub, a system that streamlines all operations across different departments and processes data in real-time.

B