Why Chief Technology Officers Can't Afford to Guess on Planning AI - SPONSOR CONTENT FROM GOOGLE CLOUD
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Why Chief Technology Officers Can't Afford to Guess on Planning AI - SPONSOR CONTENT FROM GOOGLE CLOUD
"With the rapid advances in cloud and artificial intelligence, the strategic role of technology in business is fundamentally shifting from being merely a business enabler to becoming the core transformation agent for growth-and, increasingly, survival. Yet as organizations adopt or expand their enterprise cloud platforms to stay competitive and solve new business problems, they face critical challenges: how to understand the scope of the financial, skills, and labor investments they need;"
"The guidance organizations need in order to anticipate these challenges and mitigate risks is dangerously limited. The best way forward is to use professional-grade tools and proven methods and frameworks that integrate directly with existing customer ecosystems. The central failure point in enterprise transformation today is the reliance on unproven, outdated, or simply nonexistent frameworks, methodologies, and playbooks. But organizations can avoid common pitfalls by adopting technology that offers customizable features and integrates with customer environments to support planning and forecasting, while also"
Rapid advances in cloud and AI are making technology the core transformation agent for growth and survival. Organizations adopting or expanding enterprise cloud platforms face critical challenges: determining financial, skills, and labor investments; planning and executing transformations across legacy and emerging stacks; and meeting business objectives quickly and economically. Guidance to anticipate and mitigate these challenges is dangerously limited. Reliance on unproven or outdated frameworks is a central failure point. Adopting professional-grade tools, proven methods, customizable features, and integrations supports planning, forecasting, system integrations, methodologies, and reusable templates to reduce risk.
Read at Harvard Business Review
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