Companies may be eager to utilize artificial intelligence (AI), but a report says they are struggling to make the most out of this emerging technology. Based on Carruthers and Jackson’s Data Maturity Index, as much as 87% of data executives assert that AI is only being used by a small fraction of employees at their organization, if at all.
Carruthers and Jackson’s annual survey of data leaders reveals that a significant number of organizations are affected by what they call “AI-induced paralysis”. Only 5% of companies have well-established AI processes, mature AI departments, or high-level AI maturity. Despite this, organizations feeling the impact of this lack of maturity are encouraged not to get discouraged.
The CEO at Carruthers and Jackson, Caroline Carruthers, highlights that integration of new technology like AI involves a journey that entails justification, governance, and acceptance. She stresses that the starting point for building AI momentum in slow-moving organizations is to purposefully outline what objectives the organization has in mind with the technology.
In overcoming the hurdles of resistance to AI and the uncertain regulatory environment, Carruthers advocates four strategic priorities: starting with purpose, focusing on targeted outcomes, promoting success, and using data to support one’s case. These priorities can help build momentum for AI within an organization.
Despite the pragmatic use of AI in organizations, the transition into a more mature state of AI development remains challenged. This is influenced by employee resistance to perceived job threats and uncertainties in the regulatory environment.
The survey indicates that many companies are still at the AI starting gate, with slow progress in laying foundational structures and developing pilot projects. Only about a fraction of data executives report frameworks for data governance, and even fewer have a data strategy in place.
Amidst these grim statistics, there is hope as digital leaders are making some strides towards creating organizational AI strategies. However, the challenge still remains in combining the benefits of AI with the careful laying down of foundational frameworks in data governance and strategy development.
About Andy Moore, the Chief Data Officer at Bentley Motors, has set up an encompassing data strategy to facilitate the use of AI in his organization. His approach to balancing expectations on AI readiness with the need for laying foundations is proving to be instrumental in managing expectations.
