The results of these projects have been much more promising: The new systems have contributed to increased patient satisfaction, improved financial performance, and a decline in time spent on tedious data entry by the hospital’s care managers. Despite the setback on the moon shot, MD Anderson remains committed to using cognitive technology-that is, next-generation artificial intelligence-to enhance cancer treatment, and is currently developing a variety of new projects at its center of competency for cognitive computing. The contrast between the two approaches is relevant to anyone planning AI initiatives. Our survey of 250 executives who are familiar with their companies’ use of cognitive technology shows that three-quarters of them believe that AI will substantially transform their companies within three years. However, our study of 152 projects in almost as many companies also reveals that highly ambitious moon shots are less likely to be successful than “low-hanging fruit” projects that enhance business processes. This shouldn’t be surprising-such has been the case with the great majority of new technologies that companies have adopted in the past. But the hype surrounding artificial intelligence has been especially powerful, and some organizations have been seduced by it. In this article, we’ll look at the various categories of AI being employed and provide a framework for how companies should begin to build up their cognitive capabilities in the next several years to achieve their business objectives. It is useful for companies to look at AI through the lens of business capabilities rather than technologies. Broadly speaking, AI can support three important business needs: automating business processes, gaining insight through data analysis, and engaging with customers and employees. Of the 152 projects we studied, the most common type was the automation of digital and physical tasks-typically back-office administrative and financial activities-using robotic process automation technologies.
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RPA is more advanced than earlier business-process automation tools, because the “robots” (that is, code on a server) act like a human inputting and consuming information from multiple IT systems. transferring data from e-mail and call center systems into systems of record-for example, updating customer files with address changes or service additions.
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replacing lost credit or ATM cards, reaching into multiple systems to update records and handle customer communications.
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