How 'confused' AI rollout hurts firms and baffles staff
When AI engineer Malcolm was working at a data analysis firm, executives wanted to use generative AI to categorise the customer database into a range of personas. A traditional machine learning model would have been much more appropriate, he argued, producing consistent, repeata
When AI engineer Malcolm was working at a data analysis firm, executives wanted to use generative AI to categorise the customer database into a range of personas.
A traditional machine learning model would have been much more appropriate, he argued, producing consistent, repeatable results. And it would have been much cheaper.
"They still went ahead with Gen AI," says Malcolm (we have not used his real name).
That meant a process that was less accurate and much more expensive, but it also allowed the organisation to say they were embracing AI.
Malcolm's experience will be familiar to staff at other companies. More bosses are embracing AI and insisting their staff use it.
In February, global consultancy Accenture reportedly told staff that promotions to top roles would require "regular adoption of AI tooling" and it would be tracking their usage of the AI platform it has developed.
And in May, rival firm KPMG said it had developed a dashboard to track whether its US employees' meet a 75% usage target for its AI tools.
The company says this is part of "a holistic effort… to help people move up the AI maturity curve."
