A Practical Guide To Understanding AI - Twisthink

A PRACTICAL
GUIDE TO
UNDERSTANDING AI
AND HOW IT CAN MOVE ANY BUSINESS FORWARD
INTRODUCTION
Why read this guide?
Especially when there is a lot of information about AI already out there.
Because you’re Because you have Because there’s a ton Because everyone
curious about artificial questions, perhaps of information out is talking about
intelligence, but don’t some really basic there and you have no transformation,
know who to ask. questions, but you’re idea where to start. and you don’t know
afraid to speak up and how it applies to
raise your hand in fear your business.
of looking uninformed.
WE WROTE THIS GUIDE FOR YOU -- IN SIMPLE LANGUAGE WITH

EASY-TO-GRASP DEFINITIONS AND EXAMPLES, ALONG WITH SOME
PRACTICAL CONSIDERATIONS ON HOW TO MOVE FORWARD.
A few more things worth knowing before diving in:
• You don’t need to speak tech or data to understand this guide. • Don’t have time to read the whole thing? We get it. At the
end of each chapter, look for KEY TAKEAWAYS--then come
• This is less about “how to” implementation and more back to the content when you have time.
focused on “here’s why” practicality.
• And, yes, you will have more questions--which is a good
• This guide might be worth sharing with others on your thing. Every AI and digital transformation project is unique.
team. You’ll need buy-in before AI is something your company There’s no one-size-fits-all approach. You can expect to be
invests in. equipped with a base of knowledge and better prepared to
ask more specific questions about AI and your business.
• We surveyed people just like you--those interested in and
those already invested in AI--to hear their opinions, because • Because AI is your business. If not now, then soon.
they’ve been in the same position you’re in right now. You
can access all of our survey results beyond what’s in this
guide if you want to know more.
2 TWISTHINK AI GUIDE
CHAPTERS
01 Defining AI
02 The Three Types of AI
03 AI: Fad or the Future of Business?
04 Industries Embracing AI
05 Start with Them
06 What’s Possible with AI
07 The Ripple Effect
08 Whose Responsibility is This?
09 Barriers to Success
10 Swimming Alone at Night is Scary
INTRODUCTION 3
CHAPTER
01
DEFINING
AI
Q: So what is AI? That’s not intended to be evasive. The fact is, it really
does come down to who you ask, which is why we
went asking in the first place. At Twisthink, we have
A: Well, it depends our own definition of artificial intelligence (AI), this
application that is part of a bigger megatrend known
on who you ask. as Digital Transformation and includes the Internet
of Things (IoT) and the Artificial Internet of Things
(AIoT), a combination of AI and IoT technologies. But
we wanted to know what preconceived ideas people
had about AI and its existing or potential impact on
their work. Here’s some of what we heard and the
AI IS THE ABILITY FOR percentage of people we surveyed who aligned with
A COMPUTER TO THINK/ each sentiment:
LEARN ON ITS OWN AND 25%
ANALYZE DATA.
AI MAKES THINGS QUICKER,

FASTER, MORE AUTOMATED,
AND ULTIMATELY EASIER. 9%
AI IS THE SIMULATION
OF HUMAN
INTELLIGENCE BY 17%
A COMPUTER.
PERFORMANCE BY MACHINES
THROUGH MATH MODELING
WITH LITTLE CODING.
6%
AI IS ROBOTICS/DIGITAL
IMAGING TO EMULATE
HUMAN ACTIONS AND
7%
RESPONSES.
CHAPTER 1 | DEFINING AI 5
HERE’S HOW WE DEFINE AI:
THE ABILITY FOR MACHINES

TO CONTINUOUSLY PERCEIVE PERCEIVE
A CONTEXT, INFER MEANING

FROM IT AND THEN RESPOND
WITHIN THAT CONTEXT. INFER
THERE ARE SOME IMPORTANT WORDS IN THIS DEFINITION THAT

BENEFIT FROM A BIT MORE SCRUTINY TO HELP YOU FULLY
GRASP AND BECOME COMFORTABLE WITH AI IN YOUR BUSINESS. RESPOND
THE “ABILITY” OF MACHINES CONTEXT

A machine can only do what we humans program it to do. AI currently only works in the context for which it was built.
Otherwise, it’s just hardware.
MEANING
CONTINUOUSLY This can be a scary word. What we mean by meaning is
While the concept of “the work” never stops, people do. We the ability to take loads of data, recognize patterns and, as
have to recharge to be productive. We can’t be continuously programmed by way of an algorithm, respond accordingly
on--but machines can. AI helps businesses avoid going idle to those patterns. The more the algorithm does this, the
because machines can provide ongoing or continuous value smarter it becomes with regard to its programmed context.
to the business or its customers. This is what is known as machine learning.
Now that you’re grounded in what AI is, let’s also look at what AI is not:
IT IS NOT CAPABLE IT IS NOT A IT IS NOT EVEN THE IT IS NOT A SOLUTION IN

OF INDEPENDENT SILVER BULLET. NEXT BEST THING SEARCH OF PROBLEMS.
THINKING OR CREATIVE THAT’S HERE TODAY AND
PROBLEM SOLVING. GONE TOMORROW.
AI is valuable only when humans understand Think of it this way--AI is shorthand for artificial
how it can help address real-world challenges-- intelligence. But it could just as easily stand for
whether that’s on the factory floor, in the field, automated insights.
directly with customers, or anywhere else in
the business landscape. Insights come from an understanding of your
consumers’ pain points, as well as their hopes and
And that is why you are so vital. desires. These insights are critical to developing
new solutions and providing value to customers,
while also creating value for your business.
BY LEVERAGING INSIGHTS, YOU CAN THINK

MORE PRACTICALLY ABOUT AI AND ASK:
“IS THERE A BETTER WAY TO “COULD THAT DATA BE “MIGHT THESE ONGOING
MAKE MEANING OF MASSIVE CONVERTED INTO INSIGHTS HELP ME AND MY
AMOUNTS OF DATA QUICKLY?” VALUABLE INSIGHTS AND TEAM MAKE BETTER INFORMED
COULD IT BE AUTOMATED BUSINESS DECISIONS?”
(THERE IS.)
FOR OUR BENEFIT?”
(WE THINK SO.)
(IT CAN.)
CHAPTER 1 TAKEAWAYS:
• Artificial Intelligence (AI) is the ability for machines to continuously perceive a context,
infer meaning from it and then respond within that context.
• AI is not capable of independent thinking or creative problem solving.
• AI is not a silver bullet solution.
CHAPTER 1 | DEFINING AI 7
CHAPTER
02
THREE TYPES
OF AI
ARTIFICIAL ARTIFICIAL ARTIFICIAL
NARROW GENERAL SUPER
INTELLIGENCE INTELLIGENCE INTELLIGENCE
Specializes in one area A computer that is as An intellect that is
and solves one problem. smart as a human. much smarter than
the human brain.
THREE TYPES
OF AI NARROW AI IS FOCUSED
AI can be divided into three categories: ON A SINGULAR TASK
• Artificial “Narrow” Intelligence (ANI) WITH A LIMITED RANGE OF
• Artificial “General” Intelligence (AGI)
• Artificial “Super” Intelligence (ASI) CAPABILITIES IN ORDER TO
PERFORM AS INTENDED.
Yet narrow AI is the only one that actually exists
today. The other two categories are focusing on
what AI might be able to accomplish in the future.
Right now we experience Narrow AI multiple times Currently, the algorithms that are built into AI
a day. It’s how Amazon identifies your preferences are programmed to respond within a specific
to create a more personalized experience; how Siri context and will improve through its machine
responds to your voice command on your iPhone; learning capabilities to perform. That, by
and how the vacuum cleaner knows how to sweep definition, is narrow.
your floors without you pushing it.
CHAPTER 2 | THREE TYPES OF AI 9

CONTEXT IS THE KEY.
Context is what separates Narrow AI (also referred
to as weak AI) from General AI (or strong AI).
General AI is what researchers and scientists are

working toward, but they haven’t cracked this
immensely difficult code yet.
General AI has been described as being almost

or “about as capable as a human being”--which
would require it to continuously perceive
contexts, infer meaning, and respond accordingly
within any context.1
But as humans, we’re constantly changing EVERY EXAMPLE YOU READ IN

contexts automatically, and often without THIS GUIDE IS AN APPLICATION
realizing it. Machines cannot change contexts
on their own. Developing General AI to this
OF NARROW AI.
point is the “holy grail” for researchers, but it’s
Where humans benefit from the speed of
not here yet. Super AI, which is a speculative
information processing.
form of AI that would ultimately outperform
humans, is even further away.2
Where machines and data are used to solve
specific problems within context.
And let’s be honest: it is the General and Super
versions of AI that we see in the movies and online
Where automation of necessary and important
that can make people squeamish and uncomfortable.
tasks improves user and customer experiences.
But we’re nowhere near that yet, and this is NOT
the type of AI that we are talking about here.
• While there are three types of AI, only one--Narrow AI--currently exists today. The other two are future-facing.
• Narrow AI is focused on a singular task with a limited range of capabilities in order to perform as intended.
• Every example in this guide is focused on Narrow AI that can be applied now.
CHAPTER
03
AI: FAD OR
THE FUTURE
OF BUSINESS?
CHAPTER 3 | AI: FAD OR THE FUTURE OF BUSINESS? 11

MAYBE YOU WERE ONE OF THE Make no mistake--these efforts were “digital”
(Pokemon GO through your mobile phone; ALS had
800 MILLION PEOPLE WHO you curate your own video and tag others socially
on digital platforms), and they had significant
DOWNLOADED POKEMON GO BY financial impacts. But as fast as any shiny new
THE END OF 2017. thing arrives, it’s just as quick to begin fading
from relevance.
Perhaps you got soaked by the Ice Bucket
Challenge in 2014 thanks to viral videos and social There’s the key word: relevance. If what you’re
sharing, helping the ALS Association raise $115 building doesn’t have lasting relevance, it’s not
million for the charity’s research efforts. going to be sustainable either.
But are you among the few adults who would So how do we know if AI will be here for the long
admit to still playing Pokemon GO in 2020? When haul--that it won’t become something as obsolete
was the last time you shared images of ice water as the fax machine? It’s helpful to consider the
dumped over your head as a prerequisite for past as we look forward.
donating to a charity?
Consider this touchpoint about AI’s relevance and

impact from the McKinsey Global Institute:
1850 - 1910 0.3%
Steam Engine
“ARTIFICIAL INTELLIGENCE HAS THE POTENTIAL TO
INCREMENTALLY ADD 16 PERCENT OR AROUND $13
TRILLION BY 2030 TO CURRENT GLOBAL ECONOMIC
0.4% 1993 - 2007
OUTPUT-- AN ANNUAL AVERAGE CONTRIBUTION TO

Robots
PRODUCTIVITY GROWTH OF ABOUT 1.2 PERCENT
BETWEEN NOW AND 2030.”
1995 - 2007 0.6%
“If delivered, this impact would compare well with that of other general-
purpose technologies through history... the introduction of steam engines IT
during the 1800s boosted labor productivity by an estimated 0.3 percent
a year; the impact from robots during the 1990s around 0.4 percent; and
the spread of IT during the 2000s 0.6 percent.”
1.2% 2020 - 2030
Artificial
Artificial Intelligence
These are enticing metrics, hinting at twice the So, we asked companies whose employees were
growth AI might realize over the spread of IT already dipping their toe into AI waters to see if AI in
adoption thus far this century. Those are numbers their workplace was a fad (one and done) or if it would
and trends that growth-minded leaders get excited be part of their business’s future going forward.
about. But these are only projections--or optimistic
forecasts of sunshine and nothing but sunshine.
49% ACTIVELY INVOLVED
21% PURSUING WAYS TO INTEGRATE AI
18% RECENTLY A PART OF AI PROJECT
8% NO EXPERIENCE WITH AI PROJECTS, AND NOT

INTERESTED FOR THE FORSEEABLE FUTURE
4% IMPLEMENTED AI IN THE PAST,

BUT DO NOT PLAN TO IN THE FUTURE
88 percent of respondents Of that 88 percent, only TAKEAWAY:

were either actively involved 4 percent of companies
Once companies invest
(49%), recently a part of (18%), or who’ve implemented AI
in AI, few (4%) decide not
pursuing ways to integrate AI do not plan on pursuing AI
to invest in AI again in
projects into their business (21%). projects in the future.
the future, indicating that
they see the value in AI for
their business.

IT’S NOT JUST A “TECH” THING.
A common misconception is that AI is synonymous 85 percent of

with technology and therefore it gets relegated to all respondents,
the IT department because--nobody understands regardless of their
this stuff.
85 % role, say they have
been involved in
While it certainly has technology at its core, AI AI projects.
is not IT. Our research revealed that respondents
understand AI isn’t a function confined to any given
industry, department or role, but rather a strategic
consideration that connects to overarching
business goals.
IT’S A LEADERSHIP THING.
As we probed deeper, we wanted to know who was

involved in making decisions about bringing AI
projects on board. Priorities are set by leadership,
and leaders concern themselves with mission-
critical work of the organization.
And now more than ever, c-suite leaders are

concerning themselves with AI.
Our research revealed that:
92 percent of
identified leaders
(c-suite) claim to have
92 % taken an active role

in AI projects within
their company.
WHY ARE SO MANY COMPANIES
INVESTING IN AI NOW?
Look no further than the Technology Adoption ONLY NOW ARE COMPANIES
Curve for guidance. From left to right the curve
is led by innovators and early adopters, followed BECOMING MORE AWARE OF HOW
by the early majority and late majority, with the
laggards being the last to get on board, if at all. THEIR INFORMATION NEEDS CAN
When we think about the adoption curve, and BE GATHERED, ANALYZED AND
tech adoption specifically, things such as
wearable tech, the next iPhone, or the newest
ACTED UPON WITH THE HELP OF
social media platform come to mind. AI is AI. THIS LIKELY EXPLAINS WHY
much less tangible than the physical, product-
driven technology we typically associate with SO MANY BUSINESS LEADERS ARE
the adoption curve. Rather, AI is more like the
processor in your computer, chomping away on ADOPTING AI INTO THEIR BUSINESS
data and doing as we direct it.
MODELS, AND AI HAS MOVED INTO
THE EARLY MAJORITY STAGE.
2.5% 13.5% 34% 34% 16%
Where AI is now
INNOVATORS EARLY EARLY MAJORITY LATE MAJORITY LAGGARDS

ADOPTERS

DECISIONS, TIMING AND CONSEQUENCES
Andrew Ng isn’t alone in his thinking.
The World Economic Forum reports that by 2022,

85 percent of their respondents expect to
accelerate their investment in and adoption of
“JUST AS ELECTRICITY new technologies--including AI.
TRANSFORMED ALMOST This isn’t about “if” companies adopt AI.
EVERYTHING 100 YEARS AGO, It’s about how far ahead they’ll be by embracing
it early, or how far behind they’ll be when they
TODAY I ACTUALLY HAVE A begrudgingly adopt it.
HARD TIME THINKING OF AN AI is not about cool tech. Arguably some might find
INDUSTRY THAT I DON’T THINK AI rather boring. Instead it is about those age-old
business principles--gleaning market intelligence,
AI WILL TRANSFORM IN THE building processes to support people, empowering
better decision-making, and extracting tangible value
NEXT SEVERAL YEARS.” from the process and its outcomes. It’s the kind of
due diligence that always ferrets out the fads.
– Andrew Ng
Landing AI, Founder; serial entrepreneur If you’re thinking, “sounds great, but AI doesn’t have
application in my industry,” you might be surprised
to know where AI is flourishing.
• When decision-makers understand AI is not a fad, and realize its ongoing potential for
transforming their business, they adopt it as a way of doing business.
• AI is not just for innovators. On the Technology Adoption Curve, AI has moved beyond
innovators and early adopters and has now reached the “early majority” stage.
• C-suite leaders are concerning themselves with AI now more than ever. (92% of c-suite
leaders claim to have taken an active role in AI projects within their company; Twisthink survey).
CHAPTER
04
INDUSTRIES
EMBRACING
AI
CHAPTER 4 | INDUSTRIES EMBRACING AI 17

INDUSTRIES EMBRACING AI TODAY
HEALTHCARE INDUSTRIAL ENTERTAINMENT

MACHINERY
Can AI support the hospital Can AI help manufacturers Can AI resurrect the
system’s physicians? gain an edge? Blockbuster Video empire?
Check. AI can lead physicians Yes. AI-powered sensors Sorry. But man, they sure
to better pathways of care can gauge and inform real- could’ve used AI before
for patients. time working conditions, Netflix recommended what
while AI-powered robots to watch and how.
can perform precise yet
dangerous tasks that can
improve worker safety.
At first blush, it might be difficult to make sense

of how or why large-scale industrial operations
and physicians within a hospital system would ever
need or benefit from AI. But that’s exactly what AI is
built to do: to take complex, large-scale operations
with thousands of disparate data points and glean
meaning that can be put into action.
For example, AI and IoT together can help keep

industrial equipment running smoothly with remote
monitoring, especially in environments that have
extreme climates or are difficult for workers to
access (think mining or oil and gas drilling). Knowing
when to troubleshoot, thanks to AI and connected
devices, can mitigate downtime and equipment
failure before it happens.
BECAUSE AI LEARNS AND PERFORMS WITHIN A SPECIFIC
CONTEXT, AI COUPLED WITH ROBOTICS CAN BE APPLIED TO
WORK THAT IS DANGEROUS AND MONOTONOUS THAT COULD
HAVE LONG-TERM HEALTH IMPACTS (ASSEMBLY LINE AND
MANUFACTURING FLOOR WORK, AGRICULTURE HARVESTING).
THESE INDUSTRIAL APPLICATIONS FREE UP TALENT TO
PERFORM HIGHER VALUED TASKS.
Healthcare systems that utilize AI help physicians by

identifying treatment patterns in a patient’s historical
medical records, or by detecting the clinical similarity
across a global database of patients in order to drive
better pathways of care.
These critical insights become competitive

advantages for businesses. And so it begs an
important follow-up question: Why would any
business abandon AI after realizing its success and
positive financial outcomes?
Most of them don’t.
Our research reveals that after a company

experiences success with AI, it makes AI a priority:
71% 82% AI IS LEVERAGED

TO SOLVE SPECIFIC
OF RESPONDENTS SAID THEIR COMPANY
PLACED AI AS A HIGH WILL INCREASE THE
OR CRITICALLY HIGH PRIORITY OF AI IN THE
CHALLENGES THAT ANY
PRIORITY IN THE PAST NEXT 12 MONTHS. INDUSTRY OR BUSINESS
12 MONTHS.
MIGHT ENCOUNTER.

CONSUMER GOODS
WORKPLACE
EDUCATION
AI IS NO
LONGER NICHE.
IT’S GOING
MAINSTREAM.
TRANSPORTATION
ENTERTAINMENT
INDUSTRIAL HOSPITALITY
THE CHALLENGE FOR MANY LEADERS ISN’T SHOULD OR SHOULDN’T

THEIR COMPANY PURSUE AI. IF THE STORY COMPELS AND THE DATA
SELLS, BUYING IN BECOMES EASIER.
THE REAL CHALLENGE IS KNOWING HOW TO ENSURE SUCCESS.
RETAIL
AEROSPACE
RESIDENTIAL
FINANCE
AI IS CURRENTLY BEING
POLITICS + LEVERAGED ACROSS A WIDE
GOVERNMENT RANGE OF INDUSTRIES
BY FORWARD-THINKING
PROFESSIONALS TO DELIVER
GREATER VALUE.
AGRICULTURE
HEALTHCARE
CYBER
SECURITY
• AI has meaningful applications for any business across every industry.
• AI provides insights that can be converted into competitive advantages.
• There is a good chance that companies in your industry are actively adopting AI right now
to solve the same challenges you’re facing.

CHAPTER
05
START WITH
THEM
BEGIN WITH Innovation starts with being open to the big,
audacious ideas and “what if” questions bouncing
THE USERS around in our heads. But what would be cool to
make versus what users really want or need could
MOST CONVERSATIONS ABOUT INNOVATIVE be entirely different.
IDEAS SOUND SOMETHING LIKE THIS:
This critical consideration has a name--
Wouldn’t it be cool if we could... USER EXPERIENCE.
[insert great idea here]
It signals an important shift from the self-
But what happens to the big idea next serving “we” pronoun that kicks off innovative
is everything. conversations, to “them” by which we mean
--users. Failure to make that shift will prove
costly. Otherwise it’s like trying to drive a car at
70 mph in first gear. You can’t. And you’ll burn out
the engine trying.
CHAPTER 5 | START WITH -> THEM 23

MAPPING A BETTER ROUTE
If you had a driver’s license prior to the internet, Waze isn’t about better mapmaking. Instead, it’s
then you knew the car’s glovebox was where leveraging AI and user feedback to drive a better
you stored road maps and AAA TripTik maps to driving experience, which just happens to include
vacation spots, with bright yellow highlights of a map and specific directions. And when users
the ideal route. When the internet arrived, maps experience their service, giving them insights
migrated online through services like MapQuest that point A to point B routing doesn’t provide,
and Google Maps, while Garmin carved out an that experience offers greater value (note: Google
early niche with GPS devices. What started out saw the value, and perhaps the competition, and
as building a better digital map eventually gave decided to acquire Waze in 2011).
way to turn-by-turn navigation accessible on
a smartphone.
Today, drivers want more than just another

digital map and directions. And Waze, the
mobility app, listened.
Waze has embraced what users want by creating

a community of “wazers” who provide real-time
user feedback on traffic conditions. Per the Waze
website, this helps drivers get to their destination
“faster, smoother, safer, and happier--while
working to beat traffic.” Waze builds a better
customized mapping solution by focusing on
what users want and don’t want, including: WHEN COMPANIES LISTEN
• Routes that are accident-free and without TO USERS AND SEE HOW AI
traffic jams.
CAN ENABLE INNOVATION,
• Arrival times based on actual traffic flow
rather than static estimates based on distance THEY CAN PIVOT FROM MAKING
and speed limits.
THEIR VERSION OF TRAIL
• Options for alternative routes as traffic
conditions change. MAPS AND BECOME REAL-TIME
TRAILBLAZERS.
USER INSIGHTS LEAD But why settle for “minimum” when you can go
full scale?
TO BUILDING MVPS
Because creating an offering with all the possible
features and benefits is expensive and potentially
EVERY PRODUCT-BASED COMPANY wasteful. It doesn’t allow for necessary iteration
WANTS TO DEVELOP THEIR NEXT and balancing what users say they want and what
they actually want. It’s not a viable product until
MVP--MOST VALUABLE PRODUCT. BUT
the users say so. They set the bar for what they
THE SMARTEST WAY TO GET THERE want and what they are willing to pay for it.
IS TO BEGIN WITH A DIFFERENT KIND It’s their wants, needs, desires and pain points
OF MVP--MINIMUM VIABLE PRODUCT. that need to be addressed. First, build your
Chevy version. Then scale to your Cadillac as
users demand it--and are willing to pay for it.
And remember, building something cool

“because we can” never shows up favorably on
the financial ledger.
AVOID BUILDING TECHNOLOGY

IN SEARCH OF A PROBLEM
This is why innovation sometimes gets a bad The reward in the idea we had, the thing we
rap. When we build technology in search of a built, the solution we created, only gets realized
problem, without the insights of users, we’re if what was built works for users. This user
going to have a hard time identifying the experience perspective makes it clear who’s
problems that justified the technology in the driving the car and when we get our moment
first place. to shine.
THEM THEIR RIGHT OUR

(USERS) EXPERIENCE SOLUTION SUCCESS
CHAPTER 5 | START WITH THEM 25

WHAT USER EXPERIENCE
MEANS FOR AI
What could AI What necessary

do to improve but low-value work
efficiencies? could AI perform?
USER EXPERIENCE
IS CENTRAL TO ANY
NEW INNOVATION AND
HOW PEOPLE WILL
USE IT, WHICH MEANS
IT APPLIES TO AI. IT’S
HELPFUL TO ASK:
What
connections How could AI free
can AI glean up human capital
from data that’s to take on higher
difficult for us priority work?
to see?
Imagine you’ve been working in finance for a
really long time. You’ve seen your tools evolve
from the abacus, to the calculator, to the
spreadsheet, to the cloud-based program.
But is that it? Have you and all finance people
around the world reached the summit of your
number-crunching, data-analyzing potential?
No. Far from it.
AI presents a new frontier of understanding

and acting upon insights... insights that
haven’t been readily available, or insights that
previously took too long to gather.
And it works best when we define how it can

support our work.
But it must work for the user.
So now that you know where to start,

understanding the AI landscape and how to
AI IS POWERED BY
apply the various AI technologies is next
on the AI punch list.
“WHAT IF” QUESTIONS.
• The user experience--not the company leadership--determines if you have a great idea or not.
• Start small (MVP). Seek user feedback. Scale as appropriate.
• Avoid building a solution and then searching for a problem to fix with it. Leverage your innovation
and AI technology to solve defined pain points and challenges.
CHAPTER 5 | START WITH THEM 27

CHAPTER
06
WHAT’S
POSSIBLE
WITH AI
WHEN APPLE LAUNCHED ITS AI HAS MILLIONS OF
PROMOTIONAL CAMPAIGN FOR THE
NEW IPHONE 3 BACK IN 2009, IT APPLICATIONS, TOO.
COINED A SIMPLE LITTLE SAYING THAT The number and type of applications that AI
WOULD BECOME UBIQUITOUS FOR can perform are limitless.
HOW WE USE SMARTPHONES TODAY:
We were curious which AI applications were
perceived as having the greatest impact to
There’s an app for that.TM
businesses. The top response was business
intelligence, with 50 percent of respondents
Remember, before the iPhone 3, phone apps
seeing its impact. Business Intelligence can
weren’t even a thing. Apple was looking ahead at
mean different things to different people, but
what was possible with a “smarter” phone--and
ultimately people are saying that they want to
today there are more than two million apps in
make better decisions with insights fueled
Apple’s App Store alone.
by AI, and then improve products and inform
Steve Jobs envisioned the possibilities of what a their market strategies.
phone could do--even though it wasn’t Apple’s core
business at the time. And while nobody is quite like
Steve Jobs, you do have the ability to think differently
about what your business can accomplish through
its own digital transformation leveraging AI and IoT.
AUTONOMOUS
NAVIGATION
CYBER
SECURITY MEDICAL
ASSISTANCE
21%
INTELLIGENT
40% 11%
USER INTERFACES PERSONALIZED
31% 21% EXPERIENCES
PREDICTIVE BUSINESS
MAINTENANCE 30% 50% INTELLIGENCE
HERE’S WHERE
RESPONDENTS
COMPUTER
ACCESSIBILITY 28% SEE POTENTIAL 36% NETWORKS
IN POPULAR
AI APPLICATIONS:
VIRTUAL
ASSISTANTS
31% 16% VIDEO GAMES
SMART PROCESS
SENSORS
30% 35% AUTOMATION
21% 33%
23%
SURVEILLANCE INVENTORY
VIRTUAL/ MANAGEMENT
AUGMENTED
REALITY
CHAPTER 6 | WHAT’S POSSIBLE WITH AI 29

Then we rephrased the question and asked more
41%
IMPROVE BRAND
REPUTATION
specifically--which high-level business goals will
AI help your business accomplish?
49%
This is the Jerry Maguire moment, the “Show INCREASE
SALES/REVENUE
45%
me the money!” statement that every company ATTRACT NEW
CUSTOMERS
wants to see if they’re going to invest in AI.
Here’s the one-two punch of what they said:

59%
1
IMPROVE EXISTING
WE’RE GOING TO USE AI TO PRODUCTS/SERVICES
IMPROVE OPERATIONAL EFFICIENCY
44%
EXPAND INTO
2
NEW MARKETS
WE’RE GOING TO USE AI TO
IMPROVE WHAT ALREADY EXISTS
This is the everyday and often mundane

30%
DIVERSIFY
stuff, related to the core business, that every PRODUCT/SERVICE
PORTFOLIO
company needs to do to stay relevant. But
it’s more than that. Strategically speaking, this
69%
IMPROVE OPERATIONAL
is Digital Transformation--the leveraging of a EFFICIENCY
new operational model that taps a data pipeline,

algorithms (AI) and a digital infrastructure
(IoT system) to move businesses forward.
BUT IT’S NOT THE ONLY PLACE WHERE AI CAN MAKE A DIFFERENCE.
RESPONDENTS ALSO BELIEVE THAT AI CAN HELP THEM:
DIVERSIFY THE PORTFOLIO

ATTRACT NEW CUSTOMERS EXPAND INTO
AND CREATE NEW
AND AFFORD US TO... NEW MARKETS
PRODUCTS, WHICH...
This aligns with the Innovation Ambition Matrix LET’S LOOK AT A FEW PRACTICAL
with regard to where companies focus their EXAMPLES IN ONE INDUSTRY--
innovation efforts--primarily on the core of their HEALTHCARE--TO ILLUSTRATE HOW
business, then looking at adjacent opportunities. AI CAN BENEFIT THE CORE BUSINESS,
Game-changing ideas are rare because of the BUT ALSO HAS THE POTENTIAL TO
higher level of risk that comes with them.
TOUCH EVERY HUMAN AT SOME POINT
IN THEIR LIFE.
GAME CHANGING
EXAMPLES OF AI AT WORK IN HEALTHCARE
ADJACENT
Healthcare providers are keenly aware that the
WHERE TO PLAY
CORE patient experience is what matters the most

(healthcare’s term for “user experience”). An
experience that doesn’t put the patient first can
result in the patient, her family, or people within
her sphere of influence not trusting that provider
with their care going forward.
HOW TO WIN
Here are three core examples of how AI can help healthcare providers deliver
on the promise of a positive patient experience right now:
1 2 3
Diving into data for better Benefiting from wearable Accuracy in the ER. Surgical
diagnoses. AI can gather technology, such as a staff can benefit from AI-
and analyze global sets of smartwatch, means that patients powered robotic systems that
individualized or aggregated and their physicians can monitor can provide pinpoint accuracy,
patient data and recommend to data and chronic conditions to perform micro-surgery in
physicians potential treatment help prevent unnecessary and difficult to reach places, and
areas where care might costly hospital visits. It also can offer stability and added strength
be improved. signal legitimate concerns from without the concern of fatigue
real-time data. --all in the name of successful
procedures and faster recovery.
CHAPTER 6 | WHAT’S POSSIBLE WITH AI 31

EVERY INDUSTRY GETS TO PLAY THERE IS NO UNIVERSAL
PLUG-AND-PLAY AI SOLUTION
That includes diverse industries such as
manufacturing and agriculture. Automotive And that’s a good thing. Every company has
and finance. Retail, entertainment and its unique challenges, defined goals and
e-commerce. Cybersecurity, healthcare, and aspirations, and reservoir of data. That means
yes, your industry. no two solutions from AI are ever the same. A
company pain point gets solved based solely on
Unless you work at or run the only business the criteria of that issue.
on the planet that doesn’t have a challenge to
solve, rest assured that AI can help. While there is no silver bullet, AI can learn to
fashion the next closest thing out of data. As AI
gets smarter, it continually hits the target.
How might your business apply one or more of these AI

applications to solve your most vexing problems?
• The number and type of applications that AI can perform for business are limitless.
• Companies investing in AI are doing so for these two reasons: to improve operational
efficiency and to improve what already exists.
• Leaders see three additional opportunities emerging with AI, which include the
ability to: diversify and expand the portfolio of products; attract new customers; and
expand into new markets.
CHAPTER
07
THE RIPPLE
EFFECT
CHAPTER 7 | THE RIPPLE EFFECT 33

Three CEOs are standing on the shoreline making AI IS YOUR SKIPPING ROCK
bets who can throw a rock the farthest. Two of them AI is about achieving what you set out to do,
are big and burly, capable of really winging their and then going far beyond what you initially
rock. As expected, both exert their greatest effort imagined. It represents the ability to perform the
and send them sailing. task at hand, but also have a profound impact
on the business in other ways. Just as the rock
The third CEO doesn’t compare to the size of the skims across the surface touching water three or
other two, and even with a smaller rock in hand, four times (with far less exertion than heaving a
remains unfazed. The first two CEOs are confident rock typically requires), AI does the same thing by
the competition is between them. impacting other areas of the business. This is
the ripple effect of digital transformation.
The third CEO bends slightly and quickly slings
the rock sidearm. It skips effortlessly across the There are three positive ripple effects that most
water--two, three, four times--easily surpassing leaders don’t see until after they’ve invested in
the attempts of the two CEOs. AI and digital transformation. All of them represent
important priorities for any business wanting to
To win, the third CEO didn’t play the game as grow and win.
expected. That wasn’t the way to win. Instead,
it was about finding a better way to go farther
than the competition, and to make more ripples
along the way. It’s this kind of action--a willingness
to break away from the old-school rules that
have long defined companies and industries and
embrace new ways of going farther--that fosters
loyalty and fuels the company’s direction.
RIPPLE
1 EFFECT
AI REINVIGORATES
COMPANY CULTURE
AI and other digital Because of the various Learnings from successful A culture of trial and
transformation efforts roles and responsibilities AI initiatives begin to error becomes more
signal a renewed desire to required to implement migrate into other business acceptable in finding
compete at new levels and AI successfully, a culture practices. Collaboration better business solutions.
to do things differently. of collaboration emerges. and process learnings can This is calculated risk-
Organizations begin impact older work flows taking that doesn’t
working more horizontally and outdated thinking. demonize failure, but
verses strictly in silos or sees it as a necessary
top-down hierarchies. component of growth.

RIPPLE
2 EFFECT
AI WORKS TO
ATTRACT TOP TALENT
IN OUR SURVEY, WE ASKED PEOPLE ABOUT THEIR EXPERIENCE

WORKING WITH AI AND HOW IT MADE THEM FEEL. THE RESULTS ARE
WHAT ANY COMPANY WOULD WANT TO HEAR FROM ITS EMPLOYEES.
THE TOP 10 EMOTIONS, IN ORDER, INCLUDED:
1. 2. 3. 4. 5.
Innovative Exciting Inspired Enthusiastic Curious

% % % %
41 33 31 30 22%
6. 7. 8. 9. 10.
Hopeful Opportunity for Confident Happy Proud

20 % Career Growth 18% 16% 14%
%
19
Even those who have not yet worked on an AI When talented contributors are regularly challenged
initiative held similar views of curiosity, excitement with interesting work in a collaborative environment,
and career growth, with few negative emotions they are emotionally engaged and more likely to stay
despite AI being an unfamiliar discipline. Again, the at the company. And by virtue of staying they attract
top 10 emotions, in order: more top talent who are in search for challenging
and rewarding work at a great company.
1. Curious, 42% 6. Stressed, 17%
2. Excited, 29% 7. Proud, 17% AI can do a lot of the necessary-but-mundane
work to free up talent to take on more challenging
3. Enthusiastic, 29% 8. Hopeful, 13%
work. That helps attract top talent by providing
4. Innovative, 25% 9. Grateful, 13%
the cutting-edge work and products they want
5. Opportunity for 10. Skeptical, 13% to be developing. The alternative is to hire who is
career growth, 25%
currently available in the hope they can perform
work that needs to get done. That is hardly an
inspiring win-win proposition.
RIPPLE
3 EFFECT AI CREATES AN UNFAIR ADVANTAGE
When other CEOs are still throwing, you’re skipping.

When the competition catches up, you’re already
planning what’s next.
When you are willing to take unconventional

approaches to seemingly conventional challenges,
you disrupt conventional wisdom. And this creates
separation from the competition.
IT’S LIKE HOLDING THE WINNING TRIFECTA

TICKET OF BUSINESS EXCELLENCE:
These three things are hard enough to build
on their own, and they certainly don’t happen
overnight. But if you were told that pursuing AI
CULTURE could benefit these priorities, too, would you
pursue AI?
TALENT
COMPETITIVE (Ahem)
ADVANTAGE Pursuing AI also could benefit these priorities.
There. You’ve been told.
The indirect ripple effect goes beyond the AI application and intended outcome by:
• Attracting and retaining talent that wants interesting and challenging work
that is future oriented
• Demonstrating a company culture that is committed to learning, collaborating,

taking calculated risks, and doing things differently
• Gaining an unfair competitive advantage that elevates the desirability of the

company among all stakeholders

CHAPTER
08
WHOSE
RESPONSIBILITY
IS THIS?
IT STARTS WITH LEADERSHIP
LEADERS SET THE PRIORITIES, GOALS AND OBJECTIVES, THE TONE
AND TENOR OF HOW THE COMPANY WILL COMPETE TO WIN. AND
WHEN LEADERS SAY “THIS IS IMPORTANT” OTHERS MUST RALLY TO
ENSURE THAT IMPORTANT THING GETS DONE.
BUT IS THIS IMPORTANT? IS AI WORTHY OF PRIORITY?

Consider that this guide has outlined what AI can mean to:
Finance Human Resources Across all Functional

Impacting the Attracting and Departments
bottom line. retaining talent. Offering more interesting
and meaningful work--
Marketing and Sales whether it’s working on
Inaction
Creating and the AI initiatives directly,
Consider what this
commercializing or AI relieving people of
looks like as others
products/services repetitive work in order
in your industry
that users want. to spend more time on
adopt AI and digital
thought provoking and
transformation.
creative work.
Don’t gloss over this.
Leaders must provide a clear-cut answer. Not

% of the leaders we surveyed
a “let’s-see-where-this-might-lead-us” vote of
vagueness. It’s either a way forward or it’s not.
Yes or no.
85 have been involved in an AI
project.
% of the c-suite respondents
92
The hard line is necessary because things are
likely to get harder. As you will discover, there are personally involved.
are barriers ahead. If the commitment is lacking,
then AI efforts will get derailed.
CHAPTER 8 | WHOSE RESPONSIBILITY IS THIS? 39

A LEADER’S ROLE IN CHAMPIONING AI
IT SHOULD INCLUDE:
The business case Defining the target

The “why” behind the company Articulate what the end goal looks
strategy to pursue AI must be like today, knowing that there will be
made clear--from the benefits for key learnings along the way that may
employees and the company, to alter the path. The process itself will
dispelling myths and fears of AI. ultimately guide and determine the
final outcome. The journey (process)
Repetition is as important as the destination
In order for AI to stick as a strategy, (AI implementation).
people must hear again and again
that it is a strategy--from the top. Articulating expectations
These expectations might be
A dedicated budget different than what the company
Without it, AI won’t happen. is accustomed to, including: the
importance of learnings along
the way; achievements before
Building a “shed”
project completion; focus on long-
This is the term we use to talk about
term success; incorporation of
the dedicated space necessary to
user input, ideation, prototype
bring new ideas to life. Some of the
development and testing; starting
greatest businesses started in a shed
small then scaling fast.
or garage--that maker space devoted
to innovative thinking and free of
everyday distractions. Chances are Taking an ongoing and active role
your company needs one, and your In our survey, 85 percent of
AI project will benefit from incubating CEOs and c-suite leaders affirmed
in the shed instead of scattered their personal involvement in AI
across cubicles. projects. These are leaders seeking
to understand the future of business
Appointing a leader transformation and who are leading
Designate someone who is the by example.
face and lead of the initiative,
someone who will be the voice of
its progress and transformational
impact. That someone doesn’t
have to be in the c-suite.
START
THE TEAM’S ROLE IN Start together, finish together

From start to finish, an AI initiative project
DELIVERING AI can span a year or two, or even longer. Having
continuity on the team becomes crucial to
WHILE EACH PROJECT IS UNIQUE AND ROLES crossing the finish line. Regardless of whether
teammates have heavier loads at the beginning,
AND RESPONSIBILITIES WILL DIFFER,
middle or end of the initiative, tracking the
THERE ARE SOME CONSIDERATIONS THAT WILL development and learning from the process is
HELP SHAPE THE TEAM, CHART ITS PATH, essential to growing the knowledge needed to
AND SET THE COMPANY UP FOR SUCCESS. drive digital transformation.
Assemble a cross-functional “how” and “why” team Build capacity

The leadership champion needs the latitude to Companies committed to digital transformation
assemble a team of talent that spans across can and should use their cross-functional teams
the enterprise. Our survey found that IT leaders to build in-house expertise. Building capacity for
manage AI projects 48 percent of the time. But AI innovation can be done by using teams to:
don’t fall victim to believing AI is just an IT project.
Both technical and non-technical expertise are 1. Guide and shape training for existing employees
critical to AI success. Engineers and tech-minded
individuals need to know how the AI solution 2. Identify desired AI and digital skillsets when
works, whereas design, marketing, sales and other hiring new talent
functions help to inform the why and ensure that
user experience is part of the solution. 3. Evaluate outside experts/consultants for
partnership opportunities
If that sounds like work, it is.

It may help to keep these words from a former general in mind:
“IF YOU DON’T LIKE CHANGE, YOU ARE GOING

TO LIKE IRRELEVANCE EVEN LESS.”
- Eric Shinseki
Former Chief of Staff, U.S. Army
• Company leaders and cross-functional teams, working together, bring about innovation and transformation.
• Leaders have EIGHT areas in which to continuously champion AI and transformational

projects including: making the business case, allocating budget, repeating the purpose, providing
space, appointing leads, defining targets, articulating expectations, and taking an active role.
• Teams deliver on successful AI initiatives when they are:

1. Intentionally cross-functional and provide technical know-how and customer insights
2. Working collaboratively from start to finish
3. Designed to build capacity and pivot into new challenges in a different way to solve problems

CHAPTER
09
BARRIERS
TO FUTURE
SUCCESS
Up to this point you’ve learned what AI is (and WE UNCOVERED FOUR MAIN REASONS
isn’t), who it’s for (users and companies that want
BUSINESSES TEND TO DRAG THEIR FEET
to improve user experience), why it matters (it is
Edison’s light bulb coming to light in the age of the ON AI, AND FOUR DOORS YOU’LL NEED TO
old-school candle) and how it can be used across a UNLOCK IN ORDER TO JUMPSTART AI’S
diverse set of industries to drive business growth.
POTENTIAL IN YOUR COMPANY.
So what’s holding companies back? Why aren’t
companies moving faster to incorporate AI into
their businesses? 1 2 3 4
CHAPTER 9 | BARRIERS TO FUTURE SUCCESS 45

1. BUDGET CONSTRAINTS 3. LACK OF STRATEGY
When innovation and digital transformation
OR DIRECTION
are viewed solely as line items within existing
We heard from respondents that a lack of strategy
budgets of existing functions, transformation
and direction was a major barrier to digital
isn’t likely to happen.
transformation. This is why we were inspired to
write this guide and share insights from others
Instead, taking the long-term view of business
who are interested in expanding their company’s
transformation is required. Ask what investments
AI capabilities and offerings.
are necessary over the next several years to gain
a competitive advantage and grow. This opens the
As companies evolve and integrate new
door to meaningful conversations about funding
processes, strategies need to evolve too. But
digital transformation.
the one constant across change is a strategic
direction that starts with users and discovering
what they want. User insights are what drives
transformation. They focus the strategy, the
2. COMPETING PRIORITIES priorities, and guide the funding necessary to
When everything is important, nothing is deliver what customers want.
truly important.
Helping your leadership team see the light bulb

ahead in comparison to your current candle in hand 4. LACK OF CLARITY ON THE
is important. While the priority of this quarter or
this year is a difficult hurdle to cross, in the long
VALUE AI BRINGS
term those individual hurdles are just part of the
bigger race. They are obstacles to overcome, not Today’s innovation will be tomorrow’s standard
finish lines. So it’s worth asking: what priorities feature or service that you’ll need to provide just
should be set in order for your company to succeed to remain relevant.
three to five years from now?
You’ll need to find ways to grow beyond tiny
Keep in mind the old adage: what got you here increments, especially if your competition is
isn’t going to get you there. making large strides.
Looking ahead allows you to rethink your priorities. Remember in the previous chapter our survey
What old methods of doing things could be retired respondents said the reason for pursuing AI
to make way for AI and digital transformation? Are was about business intelligence--or phrased
our processes and ideas stuck in legacy mode, are another way, being intelligent about business.
they geared solely for the here and now? Or are Most companies want to get better, faster and
they future-facing to help the company achieve its smarter. AI can make that happen whether
long-term objectives and fulfill its mission/vision? that’s through internal processes or shaping
your external product or service. Regardless,
start with a problem worth solving and ask if
AI can bring value. Chances are it can.
SO HOW DO YOU MAKE First, there needs to be an appetite for AI and
digital transformation.
THE CASE FOR DOING If that exists, then you’re ready for what’s next.
SOMETHING YOU’VE
NEVER DONE BEFORE?
For AI and digital transformation to be successful, companies need to:
• Agree to make AI a priority
• Fund AI as a priority
• Embed this AI priority into the business strategy
• Articulate how AI brings value to the business for gaining alignment across the company
CHAPTER 9 | BARRIERS TO FUTURE SUCCESS 47

CHAPTER
10
SWIMMING
ALONE
AT NIGHT
IS SCARY
THE FEAR OF THE UNKNOWN
FEAR IS A MISPLACED “WHAT IF...” Which is why sometimes we need the insight
QUESTION. WHAT IF THIS DOESN’T and advice of others who have a different “what
if...” perspective to help us get over our fears:
WORK? WHAT IF WE FAIL? WHAT What if this works? What if this becomes an
IF WE DON’T KNOW WHAT TO DO industry-leading development? What will we do
NEXT? WHAT IF JAWS SEES US AS next? Let’s swim tomorrow morning instead,
FLOATING DINNER AT TWILIGHT? with 10,000 other legs in the water.
Really this is about darkness and the inability to

clearly see what’s ahead.
And you’re not alone.
CHAPTER 10 | SWIMMING ALONE AT NIGHT IS SCARY 49

IN RESPONSE TO OUR SURVEY QUESTIONS
ABOUT WHY ORGANIZATIONS ARE NOT
EMBRACING AI, TWO OF THE TOP THREE
RESPONSES WERE ROOTED IN FEAR:
1 2
WHAT IF WE DON’T KNOW WHAT IF I CAN’T GET ALL OF
HOW TO WORK THIS MY OTHER WORK DONE?
COMPLEX TECHNOLOGY? (Fear of failing amid other competing priorities)
(Fear of new technology)

Seriously, recognize that you’re not alone.
PARTNERSHIP AS A TANDEM BIKE
Imagine if we could’ve learned to ride a bike by LEVERAGE THIRD-PARTY
sitting on the same bike with a parent or an older CREDIBILITY
sibling. It would’ve made all of those crashes
When you have a partner on board, they
unnecessary as we modeled bike-riding behavior can unlock important user insights
from the expert in front of us. Quickly, we’d from customers and consumers. Their
move to the front of the bike and learn to steer, detachment from the company affords
control the acceleration. Eventually, we’d teach more candid feedback, which leads to a
others. Instead, it felt like we were pushed into better understanding of wants, needs, and
desired experiences you can build upon.
oncoming traffic.
LEARN AND BUILD

AI and digital transformation should be your
YOUR PRACTICE AREA
company’s new tandem bike. There’s no point in
crashing if you can have an expert help navigate Like the tandem bike example, you can
learn from your partner and scale up your
the ways of AI.
team’s expertise, eventually moving your
partner to the back of the bike when you’re
Here are five ways a smart partnership ready to steer, but knowing you have extra
can benefit your company: horsepower when needed.
BUILD TRUST FOR

GAIN A FRESH LENS
FUTURE ENDEAVORS
Too often companies are mired in their own way
Seek to develop a partnership instead of a
of thinking and unintentionally stifle creative
vendor relationship. Partners will have your
thinking. Those outside your organization (trusted
back and be willing to step in when needed.
partners or consultants) can provide a different
That trust is invaluable as you take a long-
perspective based on their unbiased lens, which
term view of AI and digital transformation.
can spark new ways of thinking and actions
Think of it this way: in times of business
to take. In our survey, respondents said the
battle, real uphill battles, choose a partner
number-one reason they brought in an outside
you want in the trenches with you, who is
partner was to gain access to fresh perspectives
going to have your back throughout the
in order to discover new ideas (68%).
entire campaign. Remember, you don’t have
to go it alone.
TAP DEEP EXPERTISE
Find a partner whose expertise is relevant to
your particular challenge. Benefit from their
trials and errors to find the best solution to
scale solutions more quickly versus trying to
figure out every step on your own.

ADVICE FROM THOSE
WHO SAID YES TO AI
Knowing there is uncertainty about trying
new things, we asked our survey respondents
what advice they would give to others who are
considering an AI project for the first time. “ AI IS THE ABILITY FOR A
COMPUTER TO THINK/LEARN ON
Here’s some of their advice: ITS OWN AND ANALYZE DATA. ”
“ MEASURE IT. LIKE ANY OTHER

CONTRIBUTING FACTOR TO
YOUR BUSINESS YOU NEED
TO HAVE AN INDICATOR OF
“ KEEP YOUR EXPECTATIONS
MODERATE. YOU SHOULDN’T
SUCCESS. DON’T JUST GET AI. RESIST AI BECAUSE THE THINGS
IDENTIFY WHERE AI CAN HELP IT CAN DO CAN REALLY HELP YOUR
YOU ACHIEVE YOUR GOALS AND BUSINESS. BUT DON’T EXPECT IT
IMPLEMENT IT TO DO THAT. ” TO SOLVE ALL YOUR PROBLEMS.
AI AND PARTICULARLY MACHINE
LEARNING GETS SMARTER THE
MORE ITS USED. SO BE PATIENT. ”
“ USE AI TO IMPROVE EXISTING

PRODUCTS AND SERVICES,
RELIEVE LABOR AND PROVIDE
NEW VALUE TO CUSTOMERS. “ “ SURROUND YOURSELF WITH
THE BEST TEAM YOU CAN
AND ALWAYS BE WILLING TO
LEARN. DON’T GIVE UP. ”
“ TAKE YOUR TIME TO UNDERSTAND
THE COMPLEXITIES OF AN AI
PROJECT. LOOK AT YOUR STRENGTHS
AND WEAKNESSES AND GO OUTSIDE
“ KNOW EXACTLY WHAT YOU
ARE TRYING TO ACCOMPLISH.
YOUR ORGANIZATION FOR THE TALENT SECOND, DO AS MUCH
YOU MIGHT NEED. ” RESEARCH ON THE SUBJECT.
THIRD, HAVE OR FIND A GROUP
OF TALENT. AND FINALLY,
BE PREPARED TO CONTINUE
TO SELL THE AI CONCEPT
TO SENIOR LEADERS AND TO
“ PARTNER WITH A GOOD COMPANY CHANGE THE CULTURE. ”
WHO CAN HELP YOU LEARN AND
IDENTIFY OPPORTUNITIES TO
IMPROVE YOUR OPERATIONS. ”
• If you don’t have in-house expertise--and even if you do--consider outside perspectives to help
you avoid pitfalls of wasted time, effort and resources.
• An outside lens provides an unbiased point of view; a third-party perspective also is better
suited to glean honest feedback from existing and prospective customers.
• Trusted partners can teach, help you scale, and move from a lead position to a supporting role
as you build internal capacity.

CONCLUSION
TURN YOUR INSIGHTS INTO ACTION.
Now that you’ve read this guide, AI is no longer this foreign and unknown business
application. You’re now able to advocate with greater confidence on its potential to
significantly impact your business in multiple ways.
But going forward, you’re going to need allies on your side.
Then take any or all of these next steps:
DOWNLOAD FOLLOW US
the full survey results that on LinkedIn to see what we’re
helped frame some of what you’ve thinking about and grappling
already read. There are more with. We know we’re not alone in
insights beyond what appears in looking for new and better ways
this guide. to scale businesses.
LEARN MORE REACH OUT. SAY HELLO.

about us and what we’ve done for Want to further explore AI or any
others, just like you. other digital transformation? We
are accessible, down-to-earth
Midwesterners who geek out on
SIGN UP problem solving. We pick up on the
for our regular emails on second ring. And if you found this
topics such as AI, IoT, digital practical guide helpful, we’d love to
transformation, human-centered know that, too.
design, and more. Our flow to your
inbox will be light. We promise. TWISTHINK
43 East 8th Street, Suite 250
Holland, MI 49423
616.393.7766
Now--ready, set, and go transform.
SUPPORTING SOURCES
In preparing and developing this guide, we leaned heavily on our two decades
of experience. But it was also important to underscore and validate some of
our thinking with outside sources, especially in the first half of this guide.
If you’re interested in more perspective and additional detail on topics raised
in this guide, check out the links below by chapter.
CHAPTER 1
https://interestingengineering.com/the-three-types-of-artificial-intelligence-understanding-ai
https://www.forbes.com/sites/cognitiveworld/2018/08/22/ai-knowledge-map-how-to-classify-ai-technologies/#583df4447773
https://www.gartner.com/smarterwithgartner/how-to-get-artificial-intelligence-right/
http://www3.weforum.org/docs/WEF_Future_of_Jobs_2018.pdf
CHAPTER 2
https://nianticlabs.com/press/2017/hoenn-pokemon/
https://alsadotorg.wordpress.com/2019/06/05/understanding-the-impact-of-the-ice-bucket-challenge-on-the-als-associations-finances/
https://blogs.wsj.com/cio/2018/11/16/the-impact-of-artificial-intelligence-on-the-world-economy/
CHAPTER 3
https://news.panasonic.com/global/stories/2018/57801.html
https://www.ibm.com/watson-health/learn/artificial-intelligence-medicine
CHAPTER 5
https://www.nytimes.com/interactive/2019/09/09/technology/apple-app-store-competition.html
https://www.businessinsider.com/artificial-intelligence-healthcare
https://www.gsb.stanford.edu/insights/andrew-ng-why-ai-new-electricity
https://www.roboticsbusinessreview.com/health-medical/6-ways-ai-and-robotics-are-improving-healthcare/
https://archive.fortune.com/galleries/2012/news/companies/1207/gallery.favorite-fake-companies.fortune/19.html
https://interestingengineering.com/the-three-types-of-artificial-intelligence-understanding-ai
CONCLUSION | SOURCES 55

A Practical Guide To Understanding AI - Twisthink

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

A Practical Guide To Understanding AI - Twisthink

Uploaded by

Copyright:

Available Formats

A PRACTICAL

WE WROTE THIS GUIDE FOR YOU -- IN SIMPLE LANGUAGE WITH

A few more things worth knowing before diving in:

AI MAKES THINGS QUICKER,

THE ABILITY FOR MACHINES

A CONTEXT, INFER MEANING

THERE ARE SOME IMPORTANT WORDS IN THIS DEFINITION THAT

THE “ABILITY” OF MACHINES CONTEXT

IT IS NOT CAPABLE IT IS NOT A IT IS NOT EVEN THE IT IS NOT A SOLUTION IN

BY LEVERAGING INSIGHTS, YOU CAN THINK

• AI is not capable of independent thinking or creative problem solving.

• AI is not a silver bullet solution.

CHAPTER 2 | THREE TYPES OF AI 9

General AI is what researchers and scientists are

General AI has been described as being almost

But as humans, we’re constantly changing EVERY EXAMPLE YOU READ IN

CHAPTER 3 | AI: FAD OR THE FUTURE OF BUSINESS? 11

Consider this touchpoint about AI’s relevance and

OUTPUT-- AN ANNUAL AVERAGE CONTRIBUTION TO

1.2% 2020 - 2030

49% ACTIVELY INVOLVED

21% PURSUING WAYS TO INTEGRATE AI

18% RECENTLY A PART OF AI PROJECT

8% NO EXPERIENCE WITH AI PROJECTS, AND NOT

4% IMPLEMENTED AI IN THE PAST,

88 percent of respondents Of that 88 percent, only TAKEAWAY:

CHAPTER 3 | AI: FAD OR THE FUTURE OF BUSINESS? 13

A common misconception is that AI is synonymous 85 percent of

IT’S A LEADERSHIP THING.

As we probed deeper, we wanted to know who was

And now more than ever, c-suite leaders are

Our research revealed that:

92 % taken an active role

2.5% 13.5% 34% 34% 16%

INNOVATORS EARLY EARLY MAJORITY LATE MAJORITY LAGGARDS

CHAPTER 3 | AI: FAD OR THE FUTURE OF BUSINESS? 15

Andrew Ng isn’t alone in his thinking.

The World Economic Forum reports that by 2022,

TRANSFORMED ALMOST This isn’t about “if” companies adopt AI.

CHAPTER 4 | INDUSTRIES EMBRACING AI 17

HEALTHCARE INDUSTRIAL ENTERTAINMENT

At first blush, it might be difficult to make sense

For example, AI and IoT together can help keep

Healthcare systems that utilize AI help physicians by

These critical insights become competitive

Most of them don’t.

Our research reveals that after a company

71% 82% AI IS LEVERAGED

CHAPTER 4 | INDUSTRIES EMBRACING AI 19

THE CHALLENGE FOR MANY LEADERS ISN’T SHOULD OR SHOULDN’T

THE REAL CHALLENGE IS KNOWING HOW TO ENSURE SUCCESS.

• AI has meaningful applications for any business across every industry.

• AI provides insights that can be converted into competitive advantages.

CHAPTER 4 | INDUSTRIES EMBRACING AI 21

CHAPTER 5 | START WITH -> THEM 23

Today, drivers want more than just another

Waze has embraced what users want by creating

And remember, building something cool

AVOID BUILDING TECHNOLOGY

THEM THEIR RIGHT OUR

CHAPTER 5 | START WITH THEM 25

What could AI What necessary

No. Far from it.