Saturday, March 23, 2024

g-f(2)2123 Deciding the AI Advantage: A Strategic Guide for Growth


genioux Fact post by Fernando Machuca and ChatGPT


In the dynamic landscape of business growth, the integration of artificial intelligence (AI) has emerged as a pivotal consideration. The article "How to Decide If AI Should Be Part of Your Growth Strategy" navigates the complexities surrounding the decision of whether AI should be a cornerstone of your company's growth strategy.

genioux GK Nugget:

"The decision to embrace AI as a growth strategy hinges on its alignment with your business objectives and the readiness of current technology to fulfill those objectives effectively." — Fernando Machuca and ChatGPT, March 23, 2024

genioux Foundational Fact:

The critical question of whether AI should be part of your growth strategy is multifaceted, encompassing considerations of AI's potential impact, the readiness of current technology, access to necessary resources, the scale of commitment, and organizational readiness for execution.

The 10 most relevant genioux Facts:

  1. Define AI's role: Identify realistic use cases for AI within your business operations.
  2. Assess technology readiness: Evaluate if existing AI technology can fulfill identified use cases effectively.
  3. Access to AI capabilities: Determine how you can access the necessary AI technology and expertise.
  4. Determine AI appetite: Define the scale of commitment to AI integration based on growth imperatives.
  5. Evaluate execution capabilities: Assess organizational readiness and culture for successful AI implementation.
  6. Focus on concrete outcomes: Avoid speculative AI visions and focus on tangible, measurable impacts.
  7. Leverage existing data: Utilize available data to train AI models and ensure quality and relevance.
  8. Balance risk and return: Evaluate the risk-return ratio of AI integration against other growth strategies.
  9. Cultivate the right talent: Ensure leadership and organizational culture are conducive to AI-driven transformation.
  10. Strategic alignment: Align AI integration with broader business objectives and growth imperatives.


Ultimately, the decision to incorporate AI into your growth strategy demands a thorough analysis of its alignment with your business goals, technological readiness, access to resources, organizational capability, and risk tolerance. By following a structured approach outlined in this article, businesses can navigate the complexities of AI adoption and make informed decisions that drive sustainable growth.


The g-f GK Article

Tomas Chamorro-Premuzic and Darko LovricHow to Decide If AI Should Be Part of Your Growth Strategy, Harvard Business ReviewMarch 20, 2024.

Classical Summary:

The article "How to Decide If AI Should Be Part of Your Growth Strategy" outlines a strategic approach for companies considering the integration of AI into their growth plans. It emphasizes the importance of defining realistic AI use cases, evaluating the current state of technology, assessing access to necessary resources, gauging the level of commitment, and considering execution capabilities. Ultimately, the decision to incorporate AI hinges on its alignment with the company's overall business strategy and readiness to navigate potential challenges.

Tomas Chamorro-Premuzic

Tomas Chamorro-Premuzic is an organizational psychologist who specializes in personality profiling, people analytics, talent identification, the interface between human and artificial intelligence, and leadership development¹. He is the Chief Innovation Officer at ManpowerGroup, a professor of business psychology at University College London and at Columbia University, and co-founder of deepersignals.com². He is also an associate at Harvard’s Entrepreneurial Finance Lab².

Chamorro-Premuzic has authored or co-authored 10 books dealing with psychology and its relation to individual personality and the workforce³. He has published over 150 scientific articles in peer-reviewed journals³. He is known for his work in creating data-driven tools to help corporations identify employees and leaders with entrepreneurial talent³.

He has served as a consultant for both the private and public sectors, with clients that have included JP Morgan, Goldman Sachs, HSBC, Prudential, Unilever, the British Army, the BBC, Twitter, Spotify, and Harvard’s Entrepreneurial Finance Lab³. He is the director of the MSc in Industrial-Organizational and Business Psychology at the University College London (UCL), having previously founded the MSc in Occupational Psychology at Goldsmiths, University of London³.

In 2019, Tomas founded Deeper Signals, a personality assessments company that provides modern assessments that companies can utilize for employee feedback and hiring³. He has received several awards for his work, including the Early Career Development Award from The International Society for the Study of Individual Differences in 2009, and the Daniel E. Berlyne Award for Outstanding Research by a Junior Scholar at the 2010 American Psychological Association Awards³..

Source: Conversation with Bing, 3/24/2024

(1) .

(2) The Dark Side of Resilience - Harvard Business Review.

(3) Tomas Chamorro-Premuzic - Wikipedia.

(4) Tomas Chamorro-Premuzi | Human-AI Expert | Chartwell Speakers.

(5) undefined.

(6) undefined.


Darko Lovric

Darko Lovric is an organizational psychologist and the founder of Studio Metis, an organization design firm for innovators and founders¹². He advises governments, corporations, NGOs, and ventures on how to execute their strategies, and coaches entrepreneurs on how to best manage uncertainty and change¹². He also teaches behavior change and collective intelligence¹. His work involves helping organizations move from strategy to execution¹, and he has co-authored articles on topics such as deciding if AI should be part of a company's growth strategy².

Source: Conversation with Bing, 3/24/2024

(1) How to Move from Strategy to Execution - Harvard Business Review.

(2) How to Decide If AI Should Be Part of Your Growth Strategy.

(3) Too Much Team Harmony Can Kill Creativity - Harvard Business Review.

(4) Darko Lovrić - Wikipedia.

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