AI strategy more human.

Summery. The power of AI is now within the reach of all companies, opening up a whole new world of strategy innovation and enabling companies to overcome the barriers of legacy architecture forever. Three new relevant high-potential strategies include: Forever Beta, Minimalist Idea (MVI), and Co-Lab. This article describes each one in detail, with examples of companies that are currently using them. Although their specific strategies are different, companies share three key features. First, their technology, business strategy, and implementation are so closely linked that they are almost inseparable. Second, humans - not machines - are in the driver's seat. Third, these companies think that all the companies, no matter their industry, are now technology companies. But technology-driven business strategies require farsighted leaders. Those who will be able to see opportunities in the new basic human nexus of people and technology will eliminate disruption in advance and seize the future.

A basic human approach to human-machine interaction is reversing assumptions about the basic building blocks of innovation. In particular, the new utility of small data - including the ability to create "artificial" data to mimic a set of conditions - is bringing the power of AI to the reach of organizations that previously afforded it. Were not Instead of "learning" machines by processing mountains of data, man can now teach machines based on human experience, perception and conscience. This means that more and more people in organizations can use AI in new ways based on their individual skills.

The big picture in the result? The cumbersome legacy IT architecture is paving the way for a system of life that can integrate technologies, data and talent into the hyper-digital world of mobile computing, AI, the Internet of Things (IoT) and billions of devices. These developments have opened up vast possibilities for strategic innovation - yet only a handful of companies have made major leaps into new strategies that have been opened up primarily by human technologies.

These include three new high-potential strategies: Forever Beta, Minimalist Idea (MVI), and Co-Lab. We will describe each one in detail, with examples of the companies that are currently employing them. Although their specific strategies are different, the companies that are using these new strategies have three key features. First, their technology, business strategy, and implementation are so closely linked that they are almost inseparable. Second, humans - not machines - are in the driver's seat. Third, these companies think that all the companies, no matter their industry, are now technology companies.

Son forever

Forever Beta Strategies offers software-driven products and services that are constantly evolving and improving after purchase, so that customers see them grow in value and usefulness over time, rather than disappearing. ۔ Tesla, for example, unlike other carmakers, does not offer annual updates to its models. This is because Tesla offers a model and then permanently improves it after the fact. Tesla owners see their existing cars constantly being updated with updates that enhance the vehicle's autonomous driving capabilities, improve performance, and enhance safety features.

Through cloud / edge connectivity with cars, Tesla monitors performance and provides remote diagnosis and repair. For example, a motor problem involving occasional overheating was diagnosed and repaired through software patches. Tesla drivers live in a constant feedback loop with the company, lending their human skills to Tesla's neural network and improving it simply by driving.

The result is a proprietary experience that sees a steady increase in the value and usefulness of the car. The experience is designed to be an integral part of product utility and differentiation for consumers who are, in fact, highly privileged beta users of every new improvement.

Signify, formerly known as Philips Lighting, puts state-of-the-art and state-of-the-art technology in the hands of its customers through Signify Circular Lighting, an enterprise solution where Signify focuses on the uptime and energy requirements provided by its customers. Offers oriented lighting. The company took responsibility for lighting at all power plants that supply all electricity to Dubai, resulting in 68% savings in light-related energy consumption for the city.

By combining technology and business strategy so closely, these companies are building strong relationships with customers, who are convinced that the service experiences they purchase today will be of total value.

At least a viable idea

The least feasible idea strategy uses intelligent technologies to accurately target weak connections in the traditional industry and provides consumers with a superior experience that can be quickly scaled to enter the market faster. Can Lemonade, a New York-based insurance company co-founded by Daniel Schreiber and Shy Winninger, provides coverage to tenants, condo owners, homeowners, and pet owners. Their AI-powered app manages to get quotes and settle claims, sometimes in seconds. But, says Winninger, "Lemonade is a tech company that does insurance, not the insurer app."

Lemonade combines AI chat bots, machine learning and the cloud to focus on the features of traditional insurance with laser-like accuracy, making the industry largely unpopular with consumers. And, for the skill element, they found a brilliant creative way to put man in the loop.

Consider processing the company's claims. Users tap the "claim" button in the app and only tell the chat bot, whose name is Maya, what happened. There are no forms to fill out, no phone queues, no transfers from one department to another. The company's AI runs its own anti-fraud algorithm and if the claim is approved immediately - as is about 30% - the AI ​​pays it immediately. If not, the claim reaches a person who contacts the insured as soon as possible.

The process is so flawed thanks to a financial model that what the founders of Lemonade saw as an inherent conflict of interest for insurance companies: every dollar of a customer's claim that the company denies to the company. There is another dollar of profit. It encourages the insurer to make every effort to reject or reduce the amount of the claim and to encourage the customer to increase the claims.

Lemonade only charges a flat percentage of each premium. It returns unclaimed arrears in an annual "go back day" when the money is donated to worthy causes that policyholders care about. Policyholders who choose the same cause are grouped into a virtual peer group. The premium amount collected from each peer group is used to pay for the group's claims. Any money saved goes to this group. On Give Back Day in 2020, the company donated more than 1 1.1 million to 34 nonprofits, including UNICEF, Directwood Relief Response, Malala Fund, Burnsway, and others.

The person involved in the claim process is the customer himself. When they make a claim, they know that Lemonade has no unreasonable incentive to deny or reduce it. Just as important, they know that every dollar they use to raise a claim means less money for the purpose they care about. This dynamic not only envelops man, but also focuses on what is unique and fundamentally human, the moral conscience.

Co-Lab

Co-Lab's strategy produces superior results in science or other scientific environments through human-guided, machine-driven discovery. To leverage human knowledge at the highest levels through automation and machine learning, experts and knowledge workers, operating these powerful technology platforms, rapidly increase productivity, increase value, and create higher barriers to entry. Stand up

Exscientia, a UK-based startup has developed an AI-powered drug discovery platform called Centurion Chemist. To identify a disease, Exscientia initially applies a deep learning algorithm to reduce the almost unlimited number of potential disease candidates. The company's experts then devise a strategy called Centurion. This is done through YMEST's "Active Learning" system.

Small step or a big jump?

Forever Beta, the least viable idea, and Co-Lab barely overcome the daring business strategies that are emerging from the fundamental human turn in intelligent technologies. But technology-driven business strategies are not self-generating. They need Persian leaders. Those who will be able to see opportunities in the new basic human nexus of people and technology will eliminate disruption in advance and seize the future. Those who are on the path to incremental automation will suffer. Workers will do the same. In a major study on the migration of workers through automation, MIT economist Daron Acemoglu and Boston University's Pascual Restrepo concluded that "these are not 'excellent' automation technologies that threaten jobs and wages." Yes, but 'so much technology' that produces small production. Improvements. " The same can be said for similar strategies.