In this section, delve into technology from a board perspective. Discover articles that illuminate key areas such as governance, digital transformation, and artificial intelligence. These insights are designed to equip board directors with the knowledge to lead effectively in the digital boardroom, ensuring technology decisions are aligned with strategic goals and enhance organizational success.
In the wake of the meteoric rise of generative AI, it’s easy to get swept up in the hype and believe that this single branch of artificial intelligence (AI) is the whole story. Platforms like ChatGPT have undeniably captured the public imagination, marking the first mass consumerisation of AI technology. However, focusing solely on generative AI risks overshadowing the diverse and equally transformative types of AI that have been quietly but powerfully driving business innovation.
Earlier this week, I got the opportunity to speak at our Amazon Web Services (AWS) office in London, to an audience of Private Equity firms and their portfolio company executives about driving value creation through AI and data. The presentation focused on how Private Equity firms and their portfolio companies can drive value creation through AI and data. I also took the opportunity to introduce a new concept called the AI Stages of Adoption (AISA), which is designed to help organisations assess their maturity and readiness for AI adoption.
As artificial intelligence (AI) advances into the workplace rapidly, one of the most pressing questions on everyone’s mind is, “If machines can do our jobs faster, more accurately, and at a lower cost, what happens to us?” It’s true that AI is beginning to redefine the very essence of work, raising concerns about the potential displacement of knowledge workers. However, I’d like to propose an alternative perspective—one where those same workers earn the same or more whilst working far fewer hours.
The Amazon Web Services (AWS) executive’s guide to generative AI is out now; I spoke to Duncan Jefferies about how businesses can use generative AI to drive organisational transformation.
The Amazon Web Services (AWS) executive’s guide to the digital workplace is out now; I spoke to Chris Stokel-Walker about how digital transformation can contribute to a company’s long-term success.
In my article about not taking your foot off the gas, published just as the world returned to some degree of normality in July 2021, I discussed that the pandemic was the forcing function that challenged businesses to adapt and engage in broad organizational transformation using the cloud, and that it should not be seen as a reason to slow down.
I recently hosted a fireside chat for the AWS Summit EMEA with Intel’ Global Leader for AI Solutions, Monica Livingston. We discussed how Artificial Intelligence (AI) and Machine Learning (ML) are quickly becoming ubiquitous in business. The conversation prompted me to think about how Boards should be thinking about the use of AI and ML in their businesses, and how they need to ensure they are making the right decisions at the speed of light.
CFO Magazine in The Netherlands interviewed me today on the role of the CFO in any cloud transformation. You can read the article here in Dutch.
For many Boards, the pandemic has catalysed broad business change by accelerating digital transformation initiatives. The availability of cloud computing has democratised access to technology, and businesses of all shapes and sizes have seized on this opportunity to: increase revenue, margin, and profit; enter new markets and launch new products and services; delight, excite and get closer to their customers; and become more operationally efficient, increasing productivity, cutting waste, and reducing costs.
Whilst in Hong Kong for the AWS Transformation Day, some of my AWS colleagues and I sat down with Edge Markets (a publication in Malaysia) to talk about AI and the power of the cloud in helping businesses adopt AI and ML to accelerate business outcomes. You can read the whole interview here.