AI STRATEGY
“ WHEN WE’ RE IMPLEMENTING AI, MY CHALLENGE TO OUR TEAMS IS ALWAYS THE SAME: WHAT’ S THE REAL IMPACT?”
AZFAR ASLAM, VICE PRESIDENT & CHIEF
TECHNOLOGY OFFICER, EUROPE, NOKIA reflecting on how organisations can maximise the technology’ s value.
“ It’ s one of the most challenging things to change because it encompasses several areas including new capabilities and configurations, as well as cultural change within the business,” he adds.“ My advice is look for the evangelists and use early successes as your lighthouse – one of the things we need to do really well in the AI transition is make sure there are enough change agents in organisations. It’ s rarely about technology, it’ s about managing change and bringing an organisation from one stage to the other.
“ We’ ve seen huge transformation over the last decades, most recently with automation and industry 4.0,” says Azfar.“ In this decade, AI is effectively doing that, but on steroids. We can use more data, have more predictive ways of working and make better decisions, but you have to distinguish between what’ s important and what isn’ t in all of that. And here I go back to my first point: if you’ re delivering new products and adopting AI, is your margin improving? If the answer is yes, you’ re doing something right.”
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