"Business leaders now face intense pressure to transform their organizations with AI, even though the technology, public attitudes, and the competitive landscape are all still in flux. The result is often too many pilots with too little coordinated oversight. Without a way to systematically decide where to start, how fast to move, and when to stop, AI efforts quickly become a drain on attention and resources rather than a source of advantage."
"Thomas H. Davenport is the President's Distinguished Professor of IT and Management at Babson College, a research fellow at the MIT Center for Digital Business, co-founder of the International Institute for Analytics, and a Senior Advisor to Deloitte Analytics. He is author of the new book Tom Davenport Big Data at Work and the best-selling Competing on Analytics. is a partner at Shadoka and NextChapter and an Honorary Fellow at the University of Liverpool."
Business leaders face intense pressure to transform organizations with AI while technology, public attitudes, and the competitive landscape remain in flux. Organizations often run too many pilots without coordinated oversight. Lack of systematic processes to decide where to start, how fast to move, and when to stop causes AI initiatives to drain attention and resources rather than create advantage. A common pattern includes isolated, piecemeal deployments, limited buy-in from senior executives, and weak linkage to strategic goals. Without clearer prioritization, governance, and executive alignment, AI investments are unlikely to deliver sustained competitive value.
Read at Harvard Business Review
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