Artificial intelligence is not new.
Most businesses – big, medium and small – have had AI within their operations and systems for 10, 20, possibly 60 years.
Main-frame computers, in and from the 1960’s, were early incarnations of the concept. In many respects their capabilities and scope were never realised because of a lack of knowledge, vision and expertise of the internal interactive operators.
Underutilisation persists, primarily because of a lack of recognition of the available resources. That alone contributes extensively to poor, if not stagnant productivity, and compromises returns on funds invested.
CLASSIFICATION
The term artificial intelligence is a collective noun. Few branded and packaged units are accessible on shelves and therefore, are not collectable. ChatGPT is a rare exception, but it has narrow applications.
AI is a broad generic term which can and does utilise algorithms, lasers and multiple other modes of technology. Substantial potential exists in manufacturing, logistics, transport, mining, rural, services hospitality, tourism and the throughout the public sector.
DISPLACEDS RESOURCES
Professional and employment redundancy because of artificial intelligence is a widely held fear.
Rapid uptake of the concept represents a threat in the ability to, and the time involved in re-education of the broader, and specifically affected workforces.
However, forecasts of a pending doomsday scenario appear to be exaggerated – shades of Y2K.
GENERATIONAL CHANGE
Ai is not a contemporary “greens-field” revolution. It is an extended, progressive evolution whose presence and contributions enabled men to walk on the moon. Sadly, it has been a long time since human footprints have been left on the lunar surface. Exploration of that earthly satellite and beyond has been limited and restricted to non-human journeys.
Capacity has broadened and deepened exponentially, particularly within entities. Information and raw data are more readily retrieved, collated, and stored. But detailed analysis and application have been sparing.
Select communication, distribution and sharing is possible, but not widely exercised or evident. Much marketing, advertising, promotion, loyalty and reward missives are generalised, repetitive and to some considerable extent not relevant to recipients. That benefits and advantages no-one.
Like algorithms in the early years of the current millennium, considerable hope was held for these applications. Everyone, it seemed, was developing their own, to little commercial and financial success.
Paraphrasing the words of a former Australian Prime Minister:
“Every pet shop had its own algorithm galah”.
ASK THE OPERATORS
Frontline team-members, whose primary functions involve interaction with, and use of components, technology, data, IT, and a scope of systems are seldom asked about and involved in creating a new and imaginative uses of existing formats of artificial intelligence. Sub-optimal performance prevails, and opportunities remain unfulfilled.
Individually and collectively, they (the human quotient) are closely aligned to existing internal artificial intelligence resources of differing standards and ages. They are seldom recognised and tapped.
GET ON BOARD
On balance, many business owners and managers are like commuters at a railway station awaiting the arrival of the train (read: AI).
They are actually already “on-board” but are not enjoying the ride.
Detailed critical reviews of current philosophies, policies, practices and systems, when perceived through differing perspective (that is, artificial intelligence) will doubtlessly identify countless prospects to embrace existing AI.
REALITY CHECK
A number of AI aficionados who have been at the forefront of the conception, design, development and implementation of the concept have in recent times expressed concern about the possibility and probability that sophisticated AI will have the capacity to “think” and “act” independently of human control.
One individual authority has left employment with a hi-tech monolith, established his own foundation and is actively lobbying governments, particularly in the USA, to legislate for a pausing of enhancements to artificial intelligence in all forms.
The implied threats are not immediate. A ten-year horizon is common among authorative sources. Governments and commerce do need to act decisively during that window of opportunity to maintain control, influence and direction.
Prospects for rogue AI are real and no amount of legislation, regulation, monitoring and control will be universally possible or effective in countering its evolution. However, it could be an emerging repeat of the Y2K crisis during the closing years of the twentieth century. Billions of dollars outlaid with little or no return.
The palatable alternative, safe AI is shorthand for technology which is controllable and controlled by human beings.
At this time AI has notable parameters. It is reliant on information and data input. By nature, that content is historic. Moreover, AI is unable to discern facts, preferrable sources and nuances which are best recognised and taken on-board by intuitive humans.
Therefore, artificial intelligence needs to be embraced, integrated, included in considerations for future recruitment, induction, training, development, marketing, service and competitive strategies.
An appropriate and good start will be a forensic audit of all existing AI, no matter how rudimentary and the review of its current status and potential to improve productivity, efficiency and effectiveness. Considerable scope appears to exist, albeit largely dormant.
Adept leaders and team-members can typically adapt. It is an essential narrative. Start the conversation. Ask questions. Provide answers, with and without input from artificial intelligence.
PLAN LONG. MANAGE SHORT
Artificial Intelligence in its current guise has arrived with a rush. Growth, differing applications and potential could be exponential in the short and immediate terms.
However, lifecycles will be short. Accordingly, outlays will need to be capitalised in periods as short as three years.
Hence, a 10-year horizon (for a possible doomsday scenario) will likely experience up to three incarnations of AI.
Disciplined visionary planning will be imperative, complemented with astute and assertive shorter-term management of this dynamic new variable and the associated infrastructural support.
That mix has two dimensions. One will not, or should not, be prioritised over the other. Adaptations and malleability will need to be innate because, if culture eats strategy for breakfast, artificial intelligence has the latent potential to consume both. Welcome to the new world of commerce, politics and society where, obsolescence will be death.
Barry Urquhart
Business Strategist
M: 041 983 5555
E: Urquhart@marketingfocus.net.au