should start with a proof-of-concept or pilot to ensure that the quantification of benefits are measured, material, and achievable.
For example, at a data science conference, many speakers crowed about their projects with AI and analytics. But what was notably absent in most of the presentations was a slide on ROI. In one session, a member of the audience specifically asked about ROI. In a proud fashion, the presenting data scientist said the project saved enough money to hire another data scientist! Self-perpetuation is not ROI, and this example highlights the need to benchmark AI's contribution to business performance.
CONCLUSION
We live in an exciting time for change. Much has been done by business to advance productivity, and with it, people's lives. For example, at the turn of the twentieth century, the invention of electric power and the electric motor fundamentally and dramatically changed society, with immense benefits for mankind. Even more than the electric motor's introduction, AI will make profound changes over the next generation and beyond.
Essentially, all businesses today realize that AI and analytics must be incorporated. Some know what AI-enabled analytics is; but, unfortunately, only a few know how to incorporate AI, and then only on a limited basis. The goal of this book is to empower all leaders with vision and clarity about how to implement a culture of analytics for data-driven decisions and to provide a Roadmap to get there. In the next chapter, we discuss why AI and analytics need to be part of business, regardless of size.
NOTES
1 1. BrainyQuote. (n.d.). James Madison quotes. https://www.brainyquote.com/quotes/james_madison_135446.
2 2. Turin, A.M. (1950). Computing machinery and intelligence. Mind 49: 433–460. https://www.csee.umbc.edu/courses/471/papers/turing.pdf.
3 3. Zwerling, R.J. and Sorensen, J.H. (2019). AI & ML basics in business. Finance Analytics Institute, Analytics Academy.
4 4. Zwerling, R.J. and Sorensen, J.H. (2019). Visualization vs. analytics, what each tool is, how they are different & where they apply. Finance Analytics Institute, Analytics Academy.
5 5. McDonald, A. (2015). Analytics ROI—how to measure and maximize the value of analytics? Eckerson Group. https://www.eckerson.com/articles/analytics-roi-how-to-measure-and-maximize-the-value-of-analytics.
6 6. Nucleus Research. (2011). Analytics pays back $10.66 for every dollar spent. Research Note. https://www.ironsidegroup.com/wp-content/uploads/2012/06/l122-Analytics-pays-back-10.66-for-every-dollar-spent.pdf.
7 7. Deloitte. (2013). The analytics advantage: we're just getting started. dttl-analytics-analytics-advantage-report-061913.pdf (deloitte.com).
CHAPTER 2 Why AI-Enabled Analytics Is Essential for Business
All models are wrong; some are useful.
—George Box1
We are at the dawn of an era of digitization for business that requires on-demand continuous planning where human and artificial intelligence (AI) work hand in hand to achieve insights for better results from data-driven decisions. New software and cloud computing are making analytics more available, but is business adopting these new tools at a break-neck pace? Well, no! The adage “You can lead a horse to water, but can’t make him drink” is sadly applicable to many business experiments in analytics that have proven successful—but all too often are not sustained.
We will explore in subsequent chapters the impediments to analytics, but here our attention turns to why analytics is essential for business and why the executive must embrace the implementation of AI and analytics.
First, without analytics, the business cannot remain competitive and will be at risk of making decisions that fail to recognize market opportunities, ineffectively deploy capital, and misallocate staff resources to low-value efforts. Second, without analytics-based decisions, we as humans will continue to be inherently biased, which leads to under-optimized performance. Third, executives pursuing analytics have a better chance of being rewarded from improved business performance; those who do not risk being passed over. Accordingly, we will dive into the competitiveness, decision processes, and career advancement that analytics supports.
COMPETITIVENESS
Today’s competitive landscape requires the adoption of analytics for business to remain competitive, growing, and profitable. The business that can plan better, wins! For example, if Company A can more accurately forecast its demand, then it gains efficiency over costs and use of capital to better allocate to grow its markets; whereas Company B, which has failed to better forecast demand, loses market share due to the inability to fulfill demand or inefficiency in its costs that leads to higher prices.
This example seems obvious, yet the stampede to incorporate AI-enabled analytics in business is slow to develop, often from the lack of people skills and analytics tools, but primarily from an executive’s perspective to under-value the benefits from AI. Until executives understand and believe in the value from AI, business will confront massive amounts of data with spreadsheets, which is akin to taking a cross-country trip on a tricycle. Fine if you have the time—but you don’t.
Unfortunately, too many executives do not appreciate or understand the value of AI and analytics to solve business problems, such as optimizing areas of the business and actions that can be derived from insights to improve the business. This is due to several factors, including lack of executive training on analytics, no advocate emerging to make a compelling case for analytics, and, as is often true with other innovations, executives who are risk-averse about investing in what they do not understand or accepting a risk of failure.
The lessons learned from prior business technology revolutions have taught that the need to enter the modern digital transformation era is a requirement and not an option. In times past, businesses that have not evolved with the changes have perished or, worse, become insignificant players in their industry segment.
Think IBM, once the preeminent and dominant name in computers in the twentieth century, is little spoken of in the 2020s. Still a $70 billion company, IBM is not a point of presence in Silicon Valley, which has bred competitors to take mindshare when it comes to computer innovation and relevance. Think too of Kodak, born in the 1880s, a onetime “blue-chip” company that held 90% of the film and 85% of the camera market in the United States. As late as 1996, it was a $16 billion company with 145,000 employees. But the switch to digital cameras and smartphones decimated Kodak, and by 2012, Kodak filed for bankruptcy protection.2
In comparing