| AI is under the microscope, and sometimes over the top, depending on whom you ask. But as it’s an undeniable force across the enterprise, especially with gen AI just about hitting adolescence now, CIOs don’t have it easy in terms of expectations to make hay.
The mismatch of traditional organizational structures against cutting-edge tech is forcing a lot of difficult decisions. And with the tough task at hand, this is no time to just hope for the best. In today’s lead story, Bob Violino speaks with IT leaders on the front lines trying to map out the most useful and least disruptive AI alliance. It’s a battle of many fronts: better data quality, improved skills, and stronger security.
But another is how to prioritize resources. TaskUs CIO Chandra Venkataramani, for example, has to champion the need for AI at the outsourcing company by targeting business cases, and where AI can drive measurable value without adding complexity — possibly at the expense of other areas of the business clamoring for investment. It’s kind of an AI initiative collective with everyone aligned on what’s feasible and backed by business leaders.
“We’ve adopted a mindset that emphasizes experimentation with guardrails: thoughtful pilots, clear KPIs, and feedback loops,” he says. “This approach has helped us stay agile, avoid over-investment in unproven solutions, and focus on long-term value rather than short-term hype.”
Are you asking yourself what's the best approach to the big picture?
| | Carl Friedmann, Executive Regional Editor, CIO |
|
