Practical thinking on AI, business process transformation, and the technology decisions that matter — from a practitioner with 40 years of scar tissue.
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ReadFor thirty years, two stories have been running in parallel in the world of business technology. They started in different places, spoke different languages, and for a long time, seemed to have nothing to do with each other. One was a story of diagnosis. The other was a story of...
ReadWhen a mature organisation first confronts the reality of Artificial Intelligence, the reaction is often a kind of paralysis. It is not a paralysis born of ignorance, but of abundance. There are too many questions, too many stakeholders, and too many perceived risks. The result i...
ReadFor the first time in my career, the speed at which we can now build sophisticated, custom software systems is genuinely astonishing. The promise of AI is not a future prospect; it is here, and the competitive advantage it offers is enormous....
ReadHere is the fundamental dilemma of Artificial Intelligence in any business setting: you cannot use the most powerful AI tools without putting your data into them, and you cannot put your data into them without risking its confidentiality. This is not a bug; it is a feature of how...
ReadThere is a dangerous category error at the heart of the current conversation about Artificial Intelligence. We are using one term – AI – to describe two fundamentally different things. It is like using the word “drone” to describe both a 250-gram quadcopter used for taking weddin...
ReadFor most of my career, my reaction to the Next Big Thing in technology has been a well-honed mixture of worried, dismissive, and slightly intrigued. Artificial Intelligence was no different. My initial thoughts ran a predictable course: it’s dangerous, it’s overhyped, the world m...
ReadIn the last article, we diagnosed the state of paralysis that grips most mature organisations when they confront AI. Faced with a dozen valid questions about ownership, strategy, and risk, the safest-seeming option is to do nothing. To wait for clarity. To form a committee....
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