Over the last few decades, fewer technologies have demanded a more urgent action from the executive leadership teams across enterprises big or small, as has Generative AI (Gen AI). The clamor for leaders to act intentionally on first crafting their strategy and then committing to seeing it through execution has only grown in the past 12+ months or so.  Consider this for a proof-point, the global Gen AI market, valued at USD 36.06 billion in 2024, is projected to skyrocket to USD 356.10 billion by 2030, with an explosive CAGR of 46.47%, according to Statista.

Yet, real world examples of organisations truly committing to the idea of making Gen AI a cornerstone of their operating model are few and far between. Right off the starting block, organisations have to deal with getting the right people in the organisation – across seniority levels and functions – to build a sincere appreciation of the possibilities that Gen AI offers, as well as the rate of change at which this disruption will have an impact on everything. Then there are operational challenges such as achieving contextual accuracy, integrating AI into domain-specific applications, and navigating evolving regulatory and ethical landscapes underscore the need for a thoughtful, strategic approach.

So where does one start? Read the entire article here.