You can find them everywhere, the (self-proclaimed) AI experts, who talk about revolution, efficiency gains, huge potential, intelligent data analyses for better decisions, etc. Or surveys or even studies are launched, which then confirm that, for example, a large proportion of executives see considerable potential in GenAI… oh, what a miracle… Congratulations on this realization. Sorry for the somewhat exaggerated presentation, but the emotional state goes pretty much in this direction when you scroll through LinkedIn, X or other platforms. Basically, the buzzwords mentioned are not wrong, but…
Let’s ask Gemini from Google what the essence of these studies is or where the great potential lies:
- Increased efficiency: GenAI can automate tasks and streamline processes, resulting in time and cost savings.
- Improved decision-making: GenAI can analyze large amounts of data and recognize patterns that humans can’t see. This can help leaders make better decisions.
- New business models: GenAI can enable new products and services that open up new markets and customers.
Let’s start with increasing efficiency, GenAI is supposed to be able to automate tasks and optimize processes. In order for something like this to happen, the tasks and their data must be available in a digital form. The same applies to the optimization of processes. If a process or at least partial artifacts is not available in digital form, it becomes difficult to derive insights from it in order to optimize accordingly.
The same system torpedoes improved decision-making. If the large amounts of data are not available (digitally) or are distributed throughout the company and no one has an overview, the story also becomes complicated. Often, there are other factors such as poor data quality or a lack of connection between individual data silos.
New business models are all well and good, but if the company lacks the appropriate platform to map the business model or if the existing platform offers too little flexibility to do justice to the new business model in a timely manner, even the most innovative ideas are of no use.
Interim conclusion: If the company is not set up accordingly, it will be difficult to exploit the existing potential, whether with or without AI. And simply licensing Microsoft Copilot Pro is nice, but still far from the revolution that companies are hoping for.
Practice shows that only a few companies are already set up in such a way that they can really use AI consistently and add value. It is often used selectively (because the manufacturer of the product X used has briefly added an AI button) and rather according to the patchwork approach. If you really want to use the potential of the new opportunity, you need a sensible and targeted digital strategy and the associated transformation.
A well-founded analysis of the existing systems, data and processes with the involvement of the relevant stakeholders and, if possible, with the (end) customer forms the basis of our approach. This shows where and how the data is available or how structured or unstructured the individual sources are.
In a second step, the vision is defined, taking into account different perspectives such as customer, business and technology. Specifically. At this point, it is also defined in what form and on which systems the data must ultimately be stored. This also leads to the identification of missing or obsolete systems.
In the last part, the concrete steps are poured into a roadmap, taking into account the dependencies, of course with a corresponding investment recommendation for financial planning.
Do you want to make your company fit for the future and lay the foundation for AI technology to be used? Then contact us, we will be happy to help you determine your current situation and accompany you on the path of transformation.