From Buzzword to Added Value: AI in the Digital Enterprise

By Anton Bubberman

From opportunities in customer experience to radical efficiency improvements: AI is a game-changer if you know how to apply it. Yet, there is a risk in implementing it carelessly. How can AI be deployed in a valuable and responsible manner? Data to Value expert Anton Bubberman outlines the current state of affairs and provides companies and their leaders with tools to strategically embed AI in the modern Digital Enterprise.

Everyone has some level of experience with AI by now and therefore an opinion on it. Interestingly, opinions vary widely. Some consider it an over-hyped buzzword, while others warn that we are underestimating its power. Some see mainly opportunities in AI, others see threats—possibilities versus responsibilities.

As with many technological advancements, we are probably prone to overestimating the short-term impact and underestimating the long-term effects. Tech companies contribute to this tendency by boasting about technology still in development—it often takes years before it reaches the market. And when it does, we are no longer impressed. At such moments, we underestimate the real changes it can bring.

Take big data, for example, where the buzz from years ago has largely died down. This leads us to retrospectively label it a hype. But let’s not forget: our investments in big data have given us tools like large language models such as ChatGPT, which can read and interpret PDFs, photos, audio, and video files without opening them. And this is just the beginning.

Three Crucial Success Factors

Considering these developments, it’s well worth becoming an AI-driven Digital Enterprise. To achieve this, three fundamental success factors come into play. I like to compare these to chess, jazz, and philosophy. But first, let’s consider where we currently stand…

European legislation defines AI as a machine-based system designed to operate autonomously to varying degrees. It can adapt to circumstances to deliver diverse outputs, such as predictions, creations, recommendations, and decisions that impact physical or virtual environments.

AI becomes more powerful as its autonomy and adaptability increase. We’re moving from relatively simple rule-based computing to the holy grail: artificial general intelligence (AGI), which matches human cognitive abilities. Already, AI can independently perform complex tasks in various domains and learn to adapt to new situations.

From Robot Dog to Back Office

Some experts believe AGI is still half a century away; others think we will reach it by 2025. Until then, individuals and organizations exist on a continuum between consuming and building increasingly advanced digital intelligence. AI will embed itself more and more into the operating systems and applications of our devices and systems, linked to both personal and business data. But what steps are we taking ourselves, as leaders and as companies?

At Anderson MacGyver, we help organizations become Digital Enterprises. We have developed a model for this, based on five critical building blocks. At the core is ‘digital smartness’ alongside ‘shared data’, supported by ‘digital infrastructure’ at the base, with ‘customer experience’ and the ‘operational backbone’ flanking it on either side. Additionally, the Digital Enterprise is embedded in an ecosystem of customers, partners, and other stakeholders.

In terms of AI, the possibilities are vast: from robot dogs scanning physical production environments to intelligent front-office systems for diverse forms of human communication—social, supportive, advisory, and more, in any language. And alongside these, tools to monitor and enhance both customer experience and operational processes in the back office.

Thinking Ahead, Improvising, Philosophizing

Like chess, AI revolves around thinking ahead, planning, and evaluating. The playing field is constantly changing, as are the opportunities and threats within your organization and ecosystem. Organizations and their leaders must remain agile, always contemplating the next move.

The connection to jazz lies in the apparent ease of playing and improvising, which often disguises the long period of practice required. Beyond physical skills, one must master theoretical frameworks. Mastery demands dedication, encompassing hard skills as well as soft skills—such as interacting with other band members.

Similarly, in the digital realm, alongside technical prerequisites, an AI-driven culture is essential. This culture should critically assess outcomes for their added value and ethical dimensions. While music and jazz may be hobbies for me, AI cannot be treated as a side project within an organization. True mastery demands significant investment.

AI also requires philosophical awareness of its ethical impact. It has the potential to propel individuals, organizations, and others forward significantly, but this power comes with risks. Like a surgeon’s scalpel, AI can achieve wonders in skilled hands but cause harm when misused or mishandled. With tools like AI, one must guard against risks such as information bubbles, misrepresentation, and bias.

Building a Better World

We must remain mindful of how we use AI for our customers and other stakeholders. They need to trust us, rely on us, and know that we understand the impact it has on them. Yes, jobs will disappear, and even more jobs will change. But in capable hands—with the right policies, guidelines, mindset, and behavior—AI holds the power to achieve great things. For instance, creating an intelligent and scalable Digital Enterprise. And perhaps even a better world to live in.

As AI becomes increasingly embedded in our daily lives and business operations, it’s up to companies and their leaders to guide its application. What first step will you take today?

Anton Bubberman is a Senior Management Consultant and Guild Lead Data to Value at Anderson MacGyver. He has extensive technology and data experience across sectors ranging from healthcare to energy and finance.