AI has become close to bewildering in its promises, met and unmet, its terms and tools, acronyms, “use” case examples of wild successes countered by duds and disappointments. There’s an overall lack of clear pointers for business leaders to shape the direction, priorities and pace of their organization’s AI activities. This has led to a widely reported gap between executives’ general belief that AI will transform the business landscape and the fragmented and ad hoc projects that are sensible and offer productivity benefits but seem unlikely to transform anything.
Over the past two years, we have explored the widening AI space, from theory to practice, the psychology, biology and social science work on human cognition to the tools and techniques of machine intelligence and the commonalities and management messages from the case examples and survey of successes and failures.
What stood out in our reviews is that there is today a lack of management perspective on AI.