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Tech giant <keyword id="19910716" type="General" weightage="20" keywordseo="IBM" source="keywords" meta.keywordsubtype="org" meta.entityname="IBM" meta.hostid="153" meta.entityid="IBM">IBM</keyword> on Monday announced the launch of its <keyword id="22332400" type="General" weightage="100" keywordseo="GenAI-Innovation-Center" source="keywords">GenAI Innovation Center</keyword> in <keyword id="19900813" type="General" weightage="20" keywordseo="Kochi" source="keywords">Kochi</keyword> which, it said, will enable enterprises, <keyword id="19945815" type="General" weightage="20" keywordseo="startups" source="keywords">startups</keyword>, and partners to explore and build generative <keyword id="20125652" type="General" weightage="20" keywordseo="AI-technology" source="keywords">AI technology</keyword>. The centre will accelerate AI innovation, boost productivity and strengthen GenAI expertise in India, the company said in a release. "As organisations transition from AI experimentation to deployment for adding business value, they often find AI projects too complex or difficult to integrate due to limited skills or expertise," it said. According to the release, the centre would provide organisations with access to IBM experts and technologies geared to help build, scale and accelerate adoption of enterprise-grade AI. The centre is built on InstructLab, a new technology jointly developed by IBM and <keyword id="20245485" type="General" weightage="20" keywordseo="Red-Hat" source="keywords" meta.keywordsubtype="org" meta.entityname="Red Hat" meta.hostid="153" meta.entityid="Red Hat">Red Hat</keyword> for enhancing Large Language Models (LLMs) with a client's own data, and will also take advantage of IBM '<keyword id="20249092" type="General" weightage="20" keywordseo="Watsonx" source="keywords">watsonx</keyword>' AI and data platform and AI assistant technologies. The GenAI Innovation Center will be a part of the IBM India Software Lab in Kochi, and be managed by IBM's technical experts. "With access to the latest in generative AI technology, LLMs, case studies, and IBM experts, the centre will nurture a community focused on harnessing the power of generative AI to address societal and business challenges ranging from sustainability, public infrastructure, healthcare education, and inclusion," IBM said.

IBM to launch GenAI Innovation Center in Kochi

In an era where customer experience is a primary business differentiator, the role of service hubs has evolved from merely answering calls to becoming innovation centers. With the infusion of advanced technologies like <keyword id="107950" type="General" weightage="20" keywordseo="artificial-intelligence" source="Orion">Artificial Intelligence</keyword> (<keyword id="6355999" type="General" weightage="20" keywordseo="AI" source="Orion">AI</keyword>) and Generative AI (Gen-AI), the service hub industry is now undergoing a transformation that promises to redefine customer interactions, according to experts. “The nature of the industry will change. I think even calling it <keyword id="19945906" type="General" weightage="20" keywordseo="customer-service" source="keywords">customer service</keyword> or service industry may be a very different outlook 5 years from now,” said Sameer Bapat, SVP and COO of Cognizant IOA, during a panel discussion on “Revolutionsing Customer Experience Innovating Service Hubs Through Technology,” hosted by Business Insider India. Leaders in the industry believe that India is entering the golden age of customer service, one powered by data-driven insights, AI-driven empathy, and evolving human-machine collaboration. “The net amount of venture capital and private equity capital that you’re going to see in the customer service industry going forward is going to 5-10x of what it has been in the last 5 years,” predicted panelist Vijay Narsapur, SVP and Business Head of Infosys BPM. <div type="Youtube" id="E23CeECUh9A" title="Revolutionizing Customer Experience: Innovating Service Hubs Through Technology" thumbUrl="https://i.ytimg.com/vi/E23CeECUh9A/mqdefault.jpg"><url><![CDATA[https://www.youtube.com/watch?v=E23CeECUh9A]]></url></div> <h2>The evolution of service hubs: More than customer service</h2>No longer just centers for addressing customer complaints or technical issues, today’s service hubs are integrating innovative technologies to become the nerve center of business operations. According to Sanjay Kukreja, Global Technology Head at Eclerx, tools like data engineering and cloud computing have shifted customer service into real-time interactions, allowing businesses to assist customers faster and more efficiently than ever before. For Narsapur, service hubs are now the lifeblood of the business process management (BPM) industry. End customers have become increasingly comfortable interacting with AI and automated systems. However, they still crave human connection, especially when complex or emotionally charged issues arise. Narsapur points out that this blending of technology and human touch is crucial for refining the customer journey. As businesses scale, service hubs are expected to balance these elements more tightly to deliver both efficiency and empathy. <h2>AI and Gen-AI: Disruptors or Enhancers?</h2>Arguably, the most significant driver of change in the service hub industry has been the integration of AI and Gen-AI. Bapat explains that these technologies have transformed how service hubs operate. Automation tools have led to productivity gains ranging between 20% to 60%, primarily by streamlining mundane tasks, improving scalability, and delivering more personalized customer interactions. This isn’t just an incremental improvement—it’s a deep, domain-led transformation of how companies interact with their customers. But, as Abhinandan Jain, Chief Growth Officer at Startek, notes, AI doesn’t just enhance efficiency—it also amplifies empathy. Service hubs are learning how to use AI as an "empathy amplifier," where AI-driven systems handle routine queries, and human agents step in for more complex, emotionally charged interactions. This helps agents focus on delivering the high-touch experiences customers expect when they escalate an issue to a real person. While there has been some anxiety surrounding AI replacing jobs, the experts argue that this technology will instead create more high-value roles. ““There is going to be an increase of anywhere between 2x to 5x in the number of jobs that are going to be created in this particular industry,” said Narsapur. For example, there will be an increasing demand for professionals skilled in data science, machine learning, and algorithm management to maintain and improve AI systems. According to a <a href="https://www.mckinsey.com/mgi/our-research/generative-ai-and-the-future-of-work-in-america">McKinsey</a> report, AI will automate 25-30% of jobs in customer service, but the technology will also create new roles in AI supervision, data analysis, and customer experience management. <h2>Data-driven insights and the role of <keyword id="23232621" type="General" weightage="20" keywordseo="CRM-tools" source="keywords">CRM tools</keyword></h2>One of the most promising developments in the service hub sector is the increasing reliance on data to drive customer interactions. Jain explains that service hubs are now equipped with sophisticated Customer Relationship Management (CRM) tools that can mine both structured and unstructured data, enabling companies to gain a holistic view of customer behavior. This level of insight allows businesses to not only address customer queries more efficiently but also predict future needs, making the customer journey more proactive than reactive. These CRM platforms are evolving, too. Narsapur notes that many service hubs, particularly in industries like banking and telecom, now use platforms that integrate various aspects of customer interaction, from onboarding to relationship management. These platforms provide a unified view of customer interactions, allowing agents to access the information they need quickly, which ultimately drives faster resolution times and higher customer satisfaction. A <a href="https://www.gartner.com/en/newsroom/press-releases/2021-01-12-gartner-predicts-80--of-customer-service-organization">Gartner</a> study revealed that by 2025, 80% of customer service interactions will be handled by AI and CRM systems, up from 52% in 2020. <h2>The economic impact of AI on service hubs</h2>The rise of AI and Gen-AI is also fueling an economic boom in the service hub sector. Jain predicts that the influx of venture capital and private equity in AI research for customer service hubs will increase five- to ten-fold in the coming years. This investment is primarily driven by the need for businesses to remain competitive in an increasingly tech-driven market. The economic growth potential is massive, especially in regions like India, where the talent pool for AI and data science is unmatched. Kukreja echoes this sentiment, noting that India’s service hubs are well-positioned to lead this transformation due to their depth of talent in areas such as data engineering, mathematics, and AI development. This gives Indian service hubs a competitive edge as companies look to scale their customer service operations with tech-driven solutions. Global spending on Gen-AI is expected to reach $26 billion by 2027, with Japan and India set to become the most rapidly expanding markets in the forthcoming years, according to <a href="https://www.idc.com/getdoc.jsp?containerId=prAP52048824">IDC</a>. <h2>What lies ahead for service hubs?</h2>As we look to the future, the role of service hubs will likely expand even further. Narsapur warns that while platforms and AI will drive efficiency, businesses should not rely solely on technology. Competitive advantage will come from the integration of human expertise, technology, and industry-specific solutions. Different sectors, such as banking, telecom, and retail, each have unique needs that service hubs must adapt to in order to provide effective, personalized customer experiences. AI will play a central role in this transformation. But as Jain points out, it won’t replace human agents entirely. Instead, it will coexist with them, moving people up the value chain to focus on higher-value tasks. AI will handle the routine, while humans will step in where emotional intelligence and complex problem-solving are required. In the end, the future of service hubs is not just about technology; it’s about blending tech and humanity in a way that elevates customer experiences to new heights. We are at the dawn of a new era for customer service hubs. The infusion of AI and Gen-AI, along with data-driven insights and sophisticated CRM tools, is transforming the industry from the ground up. Far from being a threat to jobs, AI will create new opportunities, leading to a more dynamic, efficient, and empathetic customer experience. With significant economic growth on the horizon, particularly in regions like India, the service hub industry is set to play a pivotal role in the future of business. The golden age of customer service is here, and the best is yet to come. This article is part of a four-part webinar series in partnership with nasscom. These monthly webinars aim to delve deep and offer insights into the evolving BPM landscape. You can watch the full video of the second session <a href="https://www.youtube.com/watch?v=E23CeECUh9A">here</a>. Disclaimer: This article is generated and published by the Insider Studios team. You can get in touch with them on insiderstudios@businessinsider.in

Customer service hubs: Entering the golden age with Gen-AI and tech-driven solutions

Mumbai, <keyword id="19895063" type="General" weightage="20" keywordseo="india" source="keywords">India</keyword>'s AI market, growing at a compounded annual growth rate (CAGR) of 25-35 per cent is projected to reach <keyword id="19944038" type="General" weightage="20" keywordseo="usd" source="keywords">USD</keyword> 17-billion by 2027, according to a report. This growth is fueled by multiple factors including increasing enterprise tech spending, India's growing AI talent base and a significant increase in AI investments, the report titled "AI Powered Tech Services: A Roadmap for Future Ready Firms; AI &amp; GenAI's Role in Turbocharging the Industry." The <keyword id="19955786" type="General" weightage="20" keywordseo="nasscom" source="keywords">Nasscom</keyword> report in partnership with <keyword id="20058186" type="General" weightage="20" keywordseo="bcg" source="keywords">BCG</keyword> was released on Tuesday at the sidelines of the Nasscom Technology &amp; Leadership Forum 2024 here. Globally, investments in AI have seen 24 per cent CAGR since 2019, with 2023 seeing close to USD 83-billion investment, it said. Majority of investments were made in data analytics, GenAI, and ML algos and platforms, as per the report. Notably, around 93 per cent of the investments made by Indian tech services and made-in-India product players focus on digital content, data analytics and supply chain, according to the report. With increasing enterprise tech spending, technology service providers are developing a wide array of innovative AI-based services and solutions, expanding their offerings beyond traditional IT services, it stated. This includes the development of proprietary AI &amp; GenAI platforms, tools for automation, data analytics solutions, and bespoke AI applications for specific industry verticals such as healthcare, banking &amp; finance, and retail, the report said. According to the report, India has the second highest installed talent base with 420,000 employees working in AI job functions. India also has the highest skills penetration with three times more AI skilled talent than other countries. The country ranks among the top five nations with a 14 times growth in individuals skilled with AI in the last seven years, it said. As the investments in AI continues to increase, the demand for AI talent in India is also expected to grow at 15 per cent CAGR till 2027, the Nasscom-BCG report said, adding the tech industry in India is already seeing more than 15 per cent growth in AI/ML jobs over the past 12 months with positions such as AI engineers growing at 67 per cent year-on-year. Recognizing the importance of human capital in the AI journey, leading firms have invested heavily in upskilling and reskilling their workforce in AI and related technologies, with some organizations allocating USD 1-billion over the next three years dedicated to upskilling. "Indian tech companies, with the advent of Generative AI, are expanding their portfolios beyond traditional IT and business process management to include AI-driven analytics, intelligent automation, and personalized customer interactions," said <keyword id="19956660" type="General" weightage="20" keywordseo="debjani-ghosh" source="keywords">Debjani Ghosh</keyword>, President at Nasscom. These companies are not just adopting AI; they are redefining their service offerings, creating more value for their clients, and setting new industry standards, she noted. Accelerating this journey will require massive scale investment on AI skilling, investments in ethical and secure AI development practices and governance frameworks and a fundamental shift towards a human-centered approach, prioritizing transparency and human oversight, according to Ghosh.

India's AI market to touch $17-billion by 2027: Nasscom-BCG report

<ul class="summary-list"><li>The wide-ranging potential of AI could dramatically change the way workplaces operate.</li><li>Three experts told Business Insider that properly trained and integrated AI could improve its efficacy.</li><li>The discussion was part of BI's event "Human-AI Collaboration: The Key to Workplace Efficiency and Innovation," presented by Dell Technologies and held on April 23.</li></ul>Artificial intelligence has become a centerpiece of conversation in almost every industry. As the new technology accelerates in skill and ubiquity, business leaders are racing to figure out what the relationship between workers and AI will look like in years to come.Business Insider's virtual event "Human-AI Collaboration: The Key to Workplace Efficiency and Innovation," presented by Dell Technologies, brought together a panel of experts to discuss the trials, triumphs, and future of AI."This technology has the opportunity to reinvent how we interact with the digital world," said Matt Baker, the senior vice president of AI enablement at Dell Technologies. He discussed the major ways in which Dell is integrating AI into its processes, from increasing productivity for developers to automating content.He was joined by Dr. Mozziyar Etemadi, the medical director of advanced technologies at Northwestern Medicine, who has seen AI bring major changes to the rigid systems of medicine. "One underappreciated aspect of creating AIs, which you deal with every day when you're doing it, is deep integration with the legacy systems that produce the data."This approach is similar to the issues faced by fellow panelist Peter Miscovich, the global consulting practice lead, future of work for JLL. "As we look at the real estate lifecycle, we're really looking to reinvent the entire lifecycle," he said. "There are so many latent processes, and if you will, legacy systems and buildings are physical. They don't change that quickly, and they certainly don't change overnight."The conversation, moderated by BI's future-of-work correspondent Tim Paradis, tackled some of the biggest concerns regarding AI's integration into the workforce. Baker said he supported the idea that people must be "technological optimists" when approaching AI."The history of technology innovation is not one of displacing humans and reducing employment," he said. "It is of improving the human condition, broadening the economy, and improving our lives overall."The expansion of AI also presents opportunities for a new field of occupations within changing industries. "There are predictions that we could have two times, three times, even four times the employment demand for new job growth as a result of gen-AI and AI ethicists, AI translators, AI mediators, AI co-creative, AI legal, and compliance experts," Miscovich said.Artificial intelligence can only be as useful as its design allows. All three panelists expressed the importance of <a target="_blank" href="https://www.businessinsider.com/ai-literacy-ethics-teaching-students-educators-scholars-2024-2">education initiatives across all industries</a> and workers to learn how to use AI and evaluate how it can best be integrated into existing processes. Baker described this approach as "smart architecture": an initiative of reinvention that builds better systems from the ground up with a human-centered approach.Etemadi said he hopes well-designed AI will make people feel "empowered" to use the technology more. "They'll give you more feedback early on, which leads to more change management and more positive feedback," he added.The panelists discussed how past innovations like the big data age and social media could teach us lessons about how to better work with AI. Working with AI from the ground floor can allow businesses to design the parameters that will guide AI's future presence in the workplace."We really need to think through how this is going to impact our society and all facets of our society and those ethics and those outcomes," said Miscovich. That modeling, he added, will be "so critical to our future success with artificial intelligence."Artificial intelligence could become a game changer for almost every industry. But exciting opportunities require an eager approach. "You determine what models to use, you determine what the application looks like, you control your destiny," said Baker. "So don't be a consumer, be a practitioner."

AI has entered the workplace. 3 industry leaders discuss how businesses can embrace it. 

On September 12, Business Insider convened a roundtable of top technology executives as part of our <a target="_blank" class="" href="https://www.businessinsider.com/build-it-series">"Build IT" series</a>.These executives spoke about how they use AI large language models in their personal and professional lives, how their roles have evolved as a result of the AI boom, and their top priorities. The conversation was moderated by BI's senior tech reporter Emma Cosgrove.The roundtable participants were:<ul><li>La'Naia Jones, the chief information officer of the <a target="_blank" class="" href="https://www.cia.gov/">CIA</a>.</li><li>John Roese, the global chief technology officer and chief AI officer of <a target="_blank" href="https://affiliate.insider.com?h=89435d8fc76d09828f04475db59d25e39ae30562373c6e7d81ff9d9cffa72374&amp;postID=66eb0f7b69657a7deb4351bd&amp;postSlug=technology-executives-on-artificial-intelligence-applications-role-of-cto-cio-2024-9&amp;site=bi&amp;u=https%3A%2F%2Fwww.dell.com%2Fen-us">Dell Technologies</a>.</li><li>Elaine Zhou, a co-CEO of <a target="_blank" class="" href="https://www.sagecxo.com/">SageCXO</a> and <a target="_blank" class="" href="https://www.change.org/">Change.org's</a> former CTO.</li><li>Faisal Masud, the president of worldwide digital services at <a target="_blank" href="https://affiliate.insider.com?h=b9201568fbe393fd7c8826f24b11068b25db2ec28af44407721de564b92896e5&amp;postID=66eb0f7b69657a7deb4351bd&amp;postSlug=technology-executives-on-artificial-intelligence-applications-role-of-cto-cio-2024-9&amp;site=bi&amp;u=https%3A%2F%2Fwww.hp.com%2Fus-en%2Fhome.html">HP</a>.</li><li>Erin DeCesare, the CTO of <a target="_blank" class="" href="https://www.ezcater.com/">ezCater</a>.</li></ul>The following transcript of the discussion was edited for length and clarity.Emma Cosgrove: What's your favorite use of an LLM in your daily life right now?Erin DeCesare: My favorite use of an LLM lately is trying to do more cross-functional, creative prompting. So using ChatGPT to say, "Can you give me some creative prompts to start the meeting?" has been a super fun way to bring energy into these conversations.John Roese: I renovated a 1780 house a couple of years ago, and I embedded a home AI system called <a target="_blank" href="https://www.josh.ai/">Josh</a>, which runs on a server in my basement.It's very privacy-oriented. I have a house that I just talk to or ask a question. I could ask it to close the shades, turn up the air conditioning, or tell me what the weather is. Or, I can say, "Could you explain something about the historical house down the street?"We all know that intrusive and difficult technology is never successful until it becomes invisible. That's what's happening in my world, where I forgot that I have an LLM in my house.Faisal Masud: For me on the personal front, it's been medical issues. A friend of our son recently had an issue. We just took a picture of it, and <a target="_blank" class="" href="https://www.businessinsider.com/anthropic-claude-chatbot-google-chatgpt-2023-3">Claude</a> gave an unbelievable diagnosis. Turns out the doctor's review was 100% identical to that diagnosis as well.I was at an outdoor event, got a rash, and did the same thing, just took a picture of it. It's literally having access to the world's encyclopedia at your fingertips.La'Naia Jones: I typically ask general questions and summarizations. I also look at how the LLMs are formulated to include topics such as bias, and how the underlying technology is used, which largely consists of data from the internet.Elaine Zhou: The thing I find most exciting about AI usage is my mom. She's turning 80. She's using it to plan for her Spain trip in November. She asked ChatGPT in Chinese, "How do you spend your time in Spain?" and it spit out all the recommendations for what you should do in Madrid.Cosgrove: How has the role of the CTO and CIO changed in the past 18 months?DeCesare: Historically, we thought of the CTO as leading engineering and the CIO as leading all the technology, the business uses. But we've had all these dynamics coming together, like cloud-based AI, where that line is completely blurred.My team realized this past year how things operate very differently. <a target="_blank" class="" href="https://www.businessinsider.com/microsoft-strategy-low-code-development-market-cloud-wars-2021-6">Low code</a> was a promise a few years back, but now it's a necessity. And we are in the phase where we want to move away from costly engineering and toward more automated practices.Things like Retool or Nintex are platforms that allow us to move what would be a software-engineering concern over to an IT-like business-operated capability.These distinctions are going away, and having the whole organization partner and cocreate is really testing people's identities. It's a creative, fun way to challenge people to think differently and out of their comfort zones.Roese: Every industry has technology disruptions that show up every few years. When you think about the speed at which we have to take advantage of these, that's not a typical IT cycle; that is a research and development cycle. So, obviously, we're blurring the lines, not just in terms of who does what work but how that work is done.We have to be able to interface in ways that we didn't before. The question is, how do you get the internal part of a giant company to move faster and behave more like an R&amp;D organization?We've been focused on understanding how our processes are evolving before we AI them. We don't waste a lot of time AI-ing bad processes, which was our biggest strategic risk at our scale. So there's lots of discipline and prioritization, but most importantly, a dramatic blurring of advanced software-development culture and the rest of the company. In the long term, those two have to come closer together to achieve the speed necessary for an AI cycle.Masud: To me, a lot of CIOs, specifically, as the lines blur, are looking at AI for all the purposes that we mentioned earlier but also to have fewer people because AI will solve XYZ problems.I feel like it's the opposite. It's about doing more with what you have versus what you potentially can get rid of. There has been a massive shift in consumer expectations and end-user expectations. If you look at Gen Z, they don't expect to wait five minutes for the computer to boot up. That's just not acceptable. They were born and raised in this generation, they use all the LLMs, and they're expecting a seamless experience.The challenge is going to come in where a lot of orgs are not going to allow you to use publicly available, cloud-sourced LLMs on corporate devices because they want to protect their data. Of course, they need to, but policing that is not going to be anywhere near easy. It's probably never going to happen because people have their own devices. So the quality of what you produce in your organization as a CTO — if you're going to provide models built in-house — better be superstar quality, or no one's using it.Another challenge is that the adoption of things like <a target="_blank" href="https://www.businessinsider.com/microsoft-copilot-everyday-ai-companion-paid-subscription-2024-1">Copilot</a> is <a target="_blank" class="" href="https://www.businessinsider.com/pharma-cio-cancelled-microsoft-copilot-ai-tool-2024-7">not as rapid</a> as one would have expected because the end users are used to a lot more, so the corporate user is still behind.Jones: Many of our colleagues have backgrounds in the IT or the defense community. There is nothing that we do singularly within the intelligence community because it's a team effort and a team sport.When talking about the question of the CTO and the CIO and about how it's changed in the last 18 months, I do think that government and public sector have a little bit of a different perspective versus the private sector, partially because within the public sector and more directly within government, the role of the chief information officers is actually listed or written in policy and statute.I think the role of the CIO has become, at least in government, a little more ingrained. We meet with lawyers, civil liberty and privacy experts, policy SMEs, and many others since data is foundational to the intelligence mission.We also do a lot of large-scale procurements and acquisitions with technology companies. We want to ensure that the contracts and the business relationships are fair and equitable as they may serve a government organization or even the nation from a broader national security perspective.Cosgrove: What's the most important North Star priority that you're looking at?DeCesare: It is trying to make something that's either benefiting the customer or driving productivity internally. You've got to have every function thinking of themselves as customers and seeking the solution because it's changing by the month — and unless you're having them actively test and try out new AI products, you're unlikely to find that value.I'll give a recent example: Our whole product team, we've been trying to encourage them to leverage AI to move faster on getting ideas to market and to test in our software product and having them pay attention to the GPT store. The recent <a target="_blank" href="https://www.chatprd.ai/">ChatPRD</a> is a way to automate creating the product-requirements documents. It's sort of fascinating how great it can actually get an initial baseline and just having the product manager create some edits, and that is enabling our speed to market for our own features out into the product. Everyone's got to be looking for the solutions and then understanding if it is actually helping them do their job better.Roese: The first and most important questions you have to answer as a company to figure out where to apply this technology are pretty simple: What makes you special? What is the core of your company?At Dell, it's four things: We have a giant at-scale engineering capability, the largest secure supply chain in the world, a global services capability, and the largest enterprise sales force in the world. You take those four things, and anything I do to them that makes them more competitive materially impacts my business. What you'll notice isn't on that list: HR and finance facilities. I could do lots of <a target="_blank" class="" href="https://www.businessinsider.com/dell-workers-layoffs-reaction-ai-restructuring-jobs-tech-2024-8">AI projects</a> there.We are interested in other areas, but in terms of prioritization, where do we land on <a target="_blank" class="" href="https://www.businessinsider.com/chatgpt-openai-ai-dictionary-help-understand-nvidia-2023-12">our GPUs</a>? What do we run in our data center? Where do we put the resources today? They are in those four areas as a priority. Once you understand that those are high level, then you have to ask if you are actually on a path where if you apply AI, you're going to get to an outcome.Are your processes and people even oriented to be successful when you bring AI into the equation? Each of those needed to go through a level of process re-engineering consideration. If you can't get to a point where your vision of a process re-engineered to solve a strategic problem is executable, your path to production is questionable.Masud: I spent the early part of my career at Amazon, and we were always about the inputs and not the outputs. When you focus on the inputs, the single biggest import in your company is your customer. Everything else, honestly, has to take a back seat.The implementation of any gen-AI or AI capabilities is first a crawl. What are the thorniest issues that the company faces today? If you can't solve those in a rapid fashion with the most basic, easy use cases, then trying to go from crawling to walking is a bit of a mirage because you're assuming you'll have some capability when you haven't even solved the most basic issues.What we should be measuring is how to use AI to prevent those issues from happening. That's the focus area for us at HP, through all sorts of mechanisms that we deploy in anomaly detection and remediations that don't require humans to be out of the loop.Zhou: The hardest part is to determine what is the problem. The No. 1 thing for me is that once you determine that, then, based on the problem, you can have all kinds of metrics and figure out how to measure the successes. The bottom line is to actually solve the problem in a good way.Cosgrove: How do you keep up with the artificial-intelligence space?Jones: It's constant learning. I would say we all deal with that, but the beauty of technology is it's always changing and evolving, and so I think all of us should focus on continuously learning, evolving, and embracing new ideas and not getting stuck in the same way of dealing with the issues that we have.Masud: I have two older kids, 26 and 22. Both of them code, so they are immensely involved in everything from ChatPRD and <a target="_blank" href="https://www.nytimes.com/2024/02/15/arts/design/aaron-ai-whitney.html">Aaron</a>, and I get links every day from my son on what he is building next. I think this rapid transformation of what [<a target="_blank" class="" href="https://www.businessinsider.com/nvidia-taiwan-tsmc-jensen-huang-china-disruption-2024-9">Nvidia CEO</a>] <a target="_blank" class="" href="https://www.businessinsider.com/nvidia-ceo-jensen-huang-details-ai-infrastructure-roi-goldman-sachs-2024-9">Jensen [Huang]</a> <a target="_blank" href="https://www.tomshardware.com/tech-industry/artificial-intelligence/jensen-huang-advises-against-learning-to-code-leave-it-up-to-ai">said</a>: Not a single line of code is going to be written after next year by a developer. Well, let's see. <a target="_blank" class="" href="https://www.businessinsider.com/nvidia-swift-returns-on-ai-infrastructure-2024-8">Jensen</a> is somebody I follow. Jensen is somebody I have an unbelievable amount of respect for. This is the GOAT.Zhou: So I love the concept of mom tests. If I can explain to my mom or someone who has absolutely no background in tech and then, in the way that I can explain, she can understand, that means I truly get it. And second, I keep up with my developers and many youngsters and crazy ideas, and they help me keep up and then use AI to help me keep up to date for AI development.DeCesare: I've been most inspired to drive the leverage of AI through the company by finding out how people have applied it. So honestly, with anyone that I'm meeting, whether it's on my team or my colleagues at other companies, I'm asking, "Where have you been applying?" and, "What are you learning?" Because it's the use cases that spark most of the creativity, leading me to a new idea of how we could use it in our company.Roese: Your customers will tell you what the problem is. They don't know what the solution is, but you have to listen to them about what the problem and the pain point is to figure out the solution. I spend a great deal of time out with startups and Silicon Valley companies and anybody in academics, anybody I can talk to, not because any of them have the answer but because they expose patterns. So it's very important to talk to the industry and the innovators to see what they're thinking about, even if they don't know what problem they're solving.

Leaders from the CIA, Dell Technologies, HP, SageCXO, and ezCater share how they keep up with AI development 

<ul class="summary-list"><li>Big consulting companies are racing to add to their offerings around artificial intelligence.</li><li>The push comes as their clients have questions about how to incorporate AI into their business.</li></ul>Artificial intelligence didn't write this sentence.But it could have. And it's going to do a lot more, eventually. That's the bet consulting companies have been making as they rush to build out their generative AI offerings.Heavyweights from Accenture to McKinsey to PriceWaterhouseCoopers want to not only use AI to boost their own productivity — they want to be able to help clients do the same."AI in general, and generative AI more particularly, is the shiny object that everybody's chasing," Mohanbir Sawhney, associate dean of digital innovation at Northwestern University's Kellogg School of Management, told Insider. "And when clients chase shiny objects, consultants chase clients. So they're not far behind."It's been not quite a year since the public release of OpenAI's ChatGPT made GenAI the hot new technology. With it came <a target="_blank" href="https://www.businessinsider.com/ai-study-consultant-shows-impact-on-office-workers-2023-9">promises — and pitfalls</a>.To help companies figure out how to use AI, the consulting giants are racing to scoop up companies that specialize in the technology. They're also looking to hire people with the right expertise and to train existing workers.Sawhney said many consulting firms are building dedicated AI units to help concentrate talent and generate ideas that play to companies' strengths. Deloitte has set up a center to focus on AI, while McKinsey held onto the name QuantumBlack, a company McKinsey acquired in 2015, to concentrate its AI offerings.Consulting firms' push to bulk up on AI comes as many workers are worried that <a target="_blank" href="https://www.businessinsider.com/ai-bosses-workers-worried-about-tech-investments-2023-8">AI bots will snatch their jobs</a>. Yet in the world of consulting, firms have indicated they plan to bring on more workers to keep up with their clients' interests in AI. Accenture has said it plans to double its AI workforce to about 80,000 people. That will involve hiring workers, acquiring companies, and instructing existing employees.Demand for AI skills is high. On LinkedIn, the number of global English-language job postings that mention artificial intelligence technologies is up 21 times from November 2022, when ChatGPT debuted, a LinkedIn spokesperson said in an email to Insider. And yet not all AI hiring at consulting firms will necessarily involve technical skills.The big firms, Sawhney said, will need people who are conversant enough in the technology to spell out the business value of AI and convince a Fortune 500 CEO to spend perhaps millions on an AI project with a consulting company. "They need AI rainmakers," he said.Sawhney said part of what makes the GenAI explosion different from earlier tech waves like the ecommerce surge that came two decades ago is the breadth and speed of the arrival of AI. That's forcing organizations to scale up at a pace they're not used to, he said.Here's a look at some of what some big professional-services companies are doing around AI.<h2>KPMG</h2>KPMG said over the summer it would <a target="_blank" href="https://www.businessinsider.com/kpmg-microsoft-teaming-to-bring-more-ai-workplace-2023-7">invest $2 billion into AI</a> over five years as part of an effort with Microsoft.Steve Chase, who runs a new AI and digital innovation group at KPMG US, previously told Insider the task he's been assigned is to <a target="_blank" href="https://www.businessinsider.com/kpmg-ai-innovation-human-interaction-will-need-more-consultants-2023-9">transform KPMG US</a> through the systematic adoption of AI, analytics, and other emerging tech."We have the ability to be much faster and much more comprehensive using these tools to put knowledge in the hands of someone who needs it to be able to solve a business problem," Chase said. One way people will remain essential, he said, is to ensure the information and recommendations AI produces have merit.<h2>EY</h2>EY said in September it had <a target="_blank" href="https://www.businessinsider.com/ey-ernst-young-consulting-invests-ai-strategy-training-model-tools-2023-9">invested $1.4 billion in AI</a> — on technology it uses with its clients and on tech acquisitions. As part of that 18-month effort, the company said it had created its own large-language model and that it will train all of its 400,000 workers on AI.A spokesperson told Insider in mid-September that more than 5,000 EY workers had begun training.EY said it has created a platform that helps clients add AI into their workflows. It includes a chatbot focused on payroll that the company said will answer complex worker questions. There are other functions to help clients in areas like managing data and using predictive analytics, the company said.<h2>PwC</h2>PwC said in April it would spend $1 billion over three years to boost its AI offerings and help clients incorporate GenAI. PwC has also said it plans to <a target="_blank" href="https://www.businessinsider.com/pwc-training-workers-ai-usage-quickly-2023-9">train 75,000 workers</a> in the US and Mexico on artificial intelligence."We want all of our people to be skilled on AI enough that they can have a conversation with the client — whether or not you're an associate or an experienced partner — so that you can identify opportunities for us to be able to go in and support that client and that AI transformation, as well as to be able to support the firm itself," Shannon Schuyler, US chief purpose and inclusion officer at PwC, previously told Insider.<h2>Accenture</h2>Accenture said in June it plans to invest $3 billion over three years into its data and AI group aimed at helping clients use the technology to boost growth, efficiency, and resilience.Accenture said it would double its AI talent to 80,000 workers through a mix of hiring, training, and acquisitions. The company's data and AI group plans to develop services and off-the-shelf models for companies in 19 industries. Accenture also introduced a GenAI tool designed to help clients make decisions around AI.<h2>Bain</h2>Bain &amp; Company in February said it had struck a services agreement with ChatGPT parent OpenAI. Bain said that in the prior year it had added OpenAI technology into its knowledge-management systems, research, and processes in order to increase efficiency.<h2>BCG</h2>Boston Consulting Group is working with OpenAI as part of a broader effort around AI. In December, BCG said it had created BCG X, a tech build and design division. BCG X includes nearly 3,000 technologists, scientists, programmers, engineers, and "<a target="_blank" href="https://www.bcg.com/x">human-centered designers</a>" in some 80 cities.The investments in AI at BCG and elsewhere could help an unlikely group: consultants who rank below average. A recent <a target="_blank" href="https://www.businessinsider.com/ai-employees-lower-performers-most-impact-boston-consulting-group-2023-9">study conducted at BCG</a> found that below-average consultants drew more benefit from AI than did higher-ranked consultants.The study, which involved 758 BCG consultants globally, found that below-average performers who used AI saw their average performance jump by 43% in a test involving a fictional client company compared with a 17% gain for their above-average colleagues.<h2>Deloitte</h2>Deloitte announced in April it had started a new practice aimed at focusing on generative AI. That same month, Deloitte introduced a set of services called Quartz AI to help clients use technology like GenAI. In addition, the company has a GenAI partnership with the chip giant Nvidia. The Quartz AI services use Nvidia platforms.Deloitte said in August it's investing more than $2 billion in global technology training efforts to increase skills in areas including AI.<h2>McKinsey</h2>In 2015, McKinsey acquired a company called QuantumBlack. McKinsey adopted the QuantumBlack name for its AI offerings. The company has a research center called QuantumBlack Labs, which is focused on AI and machine learning; its goal is to support more than 1,300 data scientists in more than 50 locations.The company in June said it was introducing a series of AI-development tools called QuantumBlack Horizon to help organizations use AI.Do you work at a consulting firm or a company that's investing in AI? Insider would love to hear from you about how it's going — and about the race to hire AI talent. Email our workplace team from a nonwork device at <a target="_blank" href="mailto:thegrind@insider.com">thegrind@insider.com</a> with your story or to ask for one of our reporter's Signal numbers. Or <a target="_blank" href="https://www.businessinsider.com/insider-guide-to-securely-sharing-whistleblower-information-about-powerful-institutions-2021-10">check out Insider's source guide</a> for tips on sharing information securely.

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