aisight annual volume brings together stories and exclusive pieces showcasing the boundless potential of AI, reaching into the lives of all.
The evolution of arti fi cial intelligence
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FEATURE STORY
GenAI in action, from call centers to healthcare Generative AI’s ability to automatically generate new text, image, audio and video content is jumpstarting innovations across multiple industries.
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39 H ow to change the gAIme H ow a new model of real-time video ob j ect detection will change the A I game, according to F ractal senior data scientist K unal S ingh. 4 3 The secrets to a successful global capability center Mukta Arora, director and leader of Elanco discusses how GCC can deliver much more than support functions. 45 D ata, Insight and Action W e spoke with of Colgate- Palmolive to discover more about the keys to establishing a successful data-driven CPG organi z ation. Diana S childhouse
Engage seamlessly with Your audience 13 Mapping the invisible boundaries of global business Erin Meyer, professor, author, and expert in global communication patterns and business systems, breaks down her pioneering Culture Map framework — a valuable tool for international executives. 19 Technology that spea k s for itself H ow F ractal is building smart, perceptive, human- first speech technology, in harmony with the rhythm of I ndian society. 23 H ac k ing hesitancy Behavioral science can help us understand wha t drives people ’ s decisions about new vaccines – and how to increase vaccination uptake. 27 The milli - second secret to capturing consumer ’ s attention To combat ever-shortening attention spans, research by F ractal ' s CerebrA I team has revolutioni z ed the way we engage with e- commerce.
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B uild better products faster
5 1 Inside Marshall Goldsmith ’ s AI legacy Business thinker is developing an A I -powered virtual version of himself - a first of its kinds pro j ect to share his knowledge and preserve his legacy for years. Marshall Goldsmith 55 D r . P et and predictive analytics for your furry friend The new A I app streamlines cancer treatment for belove d cats and dogs, providing treatment as early as possible. 5 7 D ancing to your algo - rhythm Enterprise technology pro j ects often falter when internal users don ’ t adopt the new tools. Combining design thinking with behavioral science provides a powerful framework for success. 6 1 R ise and still shine Dr. R am Charan provides insight, innovation and imagination to leaders coming to terms with rising inflation.
31 The secrets of inclusivity W e speak with leadership expert
S all y
H elgesen
about fostering inclusivity i n
the workplace.
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Improve operational effectiveness
37 Successfully scaling your AI initiatives Explained Tim Berryman, vice president of Decision Analytics at Georgia-Pacific LLC, shares his insights on the deployment of artificial intelligence and the sustained value it brings over time.
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What are the benefits for companies that successfully break down global business barriers? I often encounter whether it is more effective for leaders to be authentic or flexible when working globally. The truth is that successful global leaders embody both qualities. They deeply understand their leadership style and what makes them effective. They can discern the aspects of their leadership that are influenced by their cultural background. They also possess the humility and curiosity to learn and continuously adapt their approach to different cultures. By embracing authenticity and flexibility, these leaders have a choice. It does not mean they must conform to a specific cultural way of leading in each country they operate in. Instead, they recognize the underlying business dynamics within a particular cultural context, enabling them to make informed decisions about adapting their leadership style accordingly when they deem it useful. This ability to navigate cultural nuances is crucial for success. Companies led by individuals who are authentic but lack flexibility often face challenges. Their employees and teams may feel demotivated and struggle to understand how to collaborate effectively. Moreover, engaging clients and working harmoniously with suppliers becomes a significant hurdle. The multicultural setting in which organizations operate is of utmost importance, and leaders must be attuned to this reality. Can you share a real-life story from one of the businesses you have worked with to address cultural differences? Let me share an illustrative example related to the Trusting scale on my Culture Map framework. This dimension explores how trust is built, encompassing two types: Authentic and flexible leaders possess a valuable combination of self-awareness and adaptability. They understand the strengths of their leadership style while remaining open to learning from different cultural perspectives. This allows them to build bridges, foster collaboration, and create a work environment where diverse teams can thrive. Ultimately, embracing authenticity and flexibility enables leaders to navigate the complexities of global business with cultural intelligence and achieve remarkable outcomes. cognitive trust and affective trust. Cognitive trust is trust from my head: you are reliable, on time, and good at your j ob ; therefore, I trust you. Affective trust is trust from your heart: I have an emotional bond with you, I've spent time getting to know you, I've seen who you are below your professional persona, and I trust you.
R ecently, I had the opportunity to work with a company based in Australia that was navigating negotiations with a Chinese counterpart amidst the challenges of the CO V ID-1 9 pandemic. The Australian contact expressed frustration, perceiving the Chinese team as difficult to work with, confrontational, and experiencing a lack of progress. However, after reading my book and delving into relationship orientation, she realized that the issue might be insufficient attention to building relationships. G iven the travel restrictions, she devised a creative approach to bridge the cultural divide. She visited Chinatown in Sydney and purchased cartons full of Chinese snacks. Then she sent a package containing these snacks alongside typical Australian snacks to their counterparts in Shanghai. During the next meeting, they set aside ten minutes to open the boxes and share their snacks. In this simple act, something remarkable happened. The Chinese team members enthusiastically explained when and how each Chinese snack is eaten, and the Australians reciprocated equally. Suddenly, everything changed. A sense of friendship and camaraderie emerged, leading to the establishment of affective trust. This example highlights the power of investing effort in building relationships across borders. The Australian contact fostered a connection that transcended cultural differences by demonstrating genuine interest and making thoughtful gestures. This shift in relationship orientation had a transformative impact on the dynamics of the negotiation process. It serves as a compelling reminder that when we take the time to understand and appreciate the cultural values and norms of others and when we actively engage in relationship-building efforts, we can cultivate a sense of trust and camaraderie that fuels collaboration and success. These small gestures of cultural intelligence can bridge gaps and transform interactions, enabling effective communication and cooperation even in complex cross-cultural settings.
E xplore the intriguing global business and cultural dynamics world by reading E rin Meyer's book, " The Culture Map: Breaking Through the Invisible Boundaries of G lobal Business. " G ain valuable insights, practical frameworks, and strategies for navigating cultural differences, building effective relationships, and becoming a successful global leader. E nhance your cultural intelligence and thrive in diverse environments.
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In an exclusive interview conducted for ai:sight, Berryman shared his insights on the successful deployment of artificial intelligence (AI) at scale and the sustained value it brings over time. How do you balance short-term wins and long-term strategic goals when building an analytics roadmap? Y ou need to have balance in your pipeline. W hat I mean by that is sometimes you need to deliver short - term wins to earn the right to go after long - term strategic goals. Y ou want to enable rapid experimentation, demonstrate your capability and brand, and create attractive financial returns in an area important to the organi z ation. W hat ' s important to reali z e is that even if you have long - term initiatives in your pipeline, it ' s still essential to brea k them down into short - term milestones to demonstrate measurable progress. In D ecision Analytics, we brea k down our initiatives into two - or three - wee k sprints. How can businesses maintain an agile and adaptable analytics j ourney that responds effectively to changing mar k et dynamics and evolving business needs? the long - term ambitions of the AI pro j ect. W e have a separate 'S wat ' team designed to go after these urgent, short - term re q uests and enable rapid experimentation. T his, teamed with our close collaboration with multiple partners, gives us the scalability and fl exibility to meet demands rapidly. It ' s also important to recogni z e that urgent re q uests will always come up – these need to be balanced carefully with What measures do you implement to ensure the ongoing optimization and maintenance of AI systems to prevent value erosion and maximize long-term value realization? strategy of a particular business. T hey ' re also responsible for translating what we can deliver into a language the business understands. T here is one common thread that features in every pro j ect we wor k on, though – and that ' s the need to connect to business strategy and business outcomes first, which drives the initiatives we focus on. W e have engagement leaders aligned by business & functional area who identify how advanced analytics can help accelerate the vision and T he businesses we support have varied degrees of maturity in many different industries. S ome are much more sophisticated than others ; some employ data scientists, others don ' t. T his means we need an agile operating model to adapt to that – because there is no one - si z e - fits - all approach . O ne of the misconceptions is that most value comes from the minimum viable product ( M VP ) development. S o, you ' ve got a problem, and then build an AI solution to solve it.
How do you address the ethical considerations and potential biases when deploying AI at scale to prevent value erosion and maintain fairness? T o prevent value erosion, we need the ability to monitor what ' s put into production. S o, after production, there ' s a crucial step: monitoring the outcomes. W e have a separate team that monitors business outcomes while k eeping a close eye on data q uality and the performance of models. If we are not achieving business outcomes, then there ' s a problem. W e need to pic k up business process changes before they occur and identify when something isn ' t wor k ing. But this is the easier part. In my opinion, the last mile generates most of the value – the adoption phase — integrating the insights into the business process and scaling and sustaining this over time. It ' s also important to involve end users in the AI development process from the beginning to the ideation and scoping stages. If you don ' t do this, the danger is that you build a solution that no one wants or uses, wasting time and money. There's a lot of discussion around generative AI today. What should businesses consider when deciding whether to deploy these solutions? essential to have humans involved so that they can highlight these sorts of issues. W e also follow a tried - and - tested framewor k developed by the Institute of E thical AI and M achine L earning. T hese are important considerations. S ay you wanted to create a model to detect whether a student enrolled in a data science program will get an A. If the class consists of 90% boys, then the model is li k ely to predict that males are more li k ely to be successful. T his is because of bias in the population sample. S o, it ' s important to remove the demographic that is causing the bias. T his is why it ' s G enerative AI seems to have attracted more attention than anything else I ' ve seen in the realm of AI, so we are using that as a catalyst to facilitate conversations around more general AI. Because what most people don ' t reali z e is that generative AI seldom operates in isolation. D on ' t be surprised if it only ma k es up 10% of a pro j ect ; the other 90% is traditional AI. Businesses also need to consider the privacy and security of their data when employees start using generative AI solutions. F or example, third party managed platforms can provide a secure tenant in a secure environment. T his connection means that prompts entered into the solution are not shared for the training of the model – which means we can use it securely. T hat said, if you employ 3 0 , 000 people, you can ' t stop them from entering information into a generative AI solution from their phone, for example. S o, the best thing we can do in this situation is to educate people about the dangers of entering private data in a public environment.
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Meet the team
Ed i tor i al Managing editor: Associate editor: Publication partner:
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Tudor & Rose, London, UK
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Des i gn
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Prasidh Dalvi
Craig Fernandes The Economist Group, London, UK | 152Co., Mumbai, India Studio Oleomingus, Mumbai, India
Annual Volume
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