AI GUIDE FOR BOARDS IN SINGAPORE
Section II: Strategy and Value Creation
Chapter 4: Integrating AI into Corporate Strategy
AI initiatives should begin with the organisation’s most important business problems, workows and decisions. is
ensures that investments remain aligned with strategic priorities and measurable business outcomes.
4.1 Identifying AI Value Pools
4.1.1 Focusing on outcomes over outputs
Boards should approach AI strategy by identifying where AI can create meaningful enterprise value, rather than pursuing disconnected technology experiments or isolated use cases. A use case refers to a speci c application of AI, while A Value Pool Approach refers to a broader concentration of economic opportunity where AI can materially improve cost e ciency, revenue generation, decision quality, or risk management across a business function or market segment.
Outputs refer to the immediate content or activity generated by AI, such as the number of emails dra ed or reports summarised. Outcomes refer to the measurable business impact created, such as: • Reduced customer resolution times. • Higher conversion rates. • Improved operational e ciency. • Lower error rates.
A Value Pool Approach
Many organisations become trapped in prolonged experimentation (“pilot purgatory”) without achieving enterprise-wide impact. A value pool approach helps management prioritise initiatives that can generate meaningful operational or strategic advantage. High-impact value pools are commonly found in workows that are: • Frequent and repetitive. • Time-intensive. • Knowledge-heavy. • Operationally critical. Typical examples include customer service and support, sales and relationship management, internal knowledge retrieval, coding and so ware development, operations management and decision support functions.
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