Companies Are Drowning in Too Much AI
IT sellers are rolling out an avalanche of new generative AI features, leaving CIOs overwhelmed and workers confused
3 min
Businesses are facing an influx of new artificial-intelligence tools, many of which overlap and cause confusion for employees, as corporate-technology sellers race to capitalise on the generative AI trend.
“Since the ChatGPT excitement, I must have had at least 20 to 25 vendors in my portfolio reach out to me saying, ‘Hey, let us tell you about our generative AI co-pilot strategy,’” said Milind Wagle, chief information officer at Equinix, one of the world’s biggest data-centre landlords.
Generative AI features, which can respond to user prompts by generating images or text, often come in the forms of co-pilots, or virtual assistants that work in tandem with an IT seller’s offerings, sometimes automating certain tasks within that platform. Wagle said Equinix is drowning in a flood of co-pilots—and he is trying to figure out how, if at all, they should coexist.
“I feel like there’s a co-pilot war that needs to sort of happen,” he said.
The co-pilot proliferation is leading to confusion for employees who are looking for a single common interface to accomplish certain tasks, Wagle said. It can also create potential governance risks if there is a possibility that private data from a company that interacts with the co-pilots could make its way into public training models for generative AI tools.
Gartner analyst Arun Chandrasekaran said IT sellers are feeling pressure to move into the generative AI space or risk falling behind, meaning some half-baked features will be rushed out without the proper privacy and security guardrails in place. Established IT sellers also need to consider security concerns, including whether a customer’s data can be fed back to train the model, because this is uncharted territory, he added.
Chandrasekaran estimates that a fifth of independent software vendors have stepped into the generative AI space since ChatGPT was launched about seven months ago—a huge amount of growth in a short time, he said.
“I don’t think I’ve had a partner or vendor meeting this year where I wasn’t pitched a generative AI play,” said Brian Woodring, CIO of Rocket Mortgage, a nonbank mortgage provider.
Sometimes the co-pilots appear in system updates as a freebie, and sometimes they cost extra, Woodring said. He added that in some cases, the generative AI features are tacked on, despite not being compelling additions or the best tool for the job.
“Everyone’s trying to fit it in everywhere,” he said, adding, “It’s not something you can just spread around like peanut butter. It’s not a coat of paint you put on your product afterwards and say, now it’s AI.”
In other instances, the features are things that Rocket Mortgage could confidently and more cheaply build in house, Woodring said. For example, a number of tools on the market pull and analyse data from phone calls, a feature that Rocket Mortgage was able to build itself, he said.
Tech executives said they are looking critically at new generative AI tools to distinguish between the truly compelling ones and the ones that are just paying lip service to the hype. How well the tools will be able to integrate with each other is another consideration.
“We want clarity on how we can connect every single one,” said Noé Angel, CIO at agriculture company NatureSweet. When tools are too fragmented, it ends up creating more work for those who have to manage them, he said.
Jim Stratton, chief technology officer of Workday, a provider of enterprise cloud applications for finance and human resources, said that longer term, he expects consolidation and clearer winners to emerge when it comes to certain AI capabilities, which could simplify things for companies.
But nearer term, navigating the complexity of the landscape remains a challenge. “There’s still a lot of noise at the moment,” he said.
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Chris Dixon, a partner who led the charge, says he has a ‘very long-term horizon’
Americans now think they need at least $1.25 million for retirement, a 20% increase from a year ago, according to a survey by Northwestern Mutual
This agreement aims to foster the development of robust partnerships between the communities of both regions.
4 min
The Australian Chamber of Commerce and Industry has recently signed a Memorandum of Understanding (MoU) with the Dubai Chambers, marking a significant step towards enhancing cooperation and strengthening economic and trade relations between Dubai and Australia. This strategic agreement aims to foster the development of robust partnerships between the business communities in both regions.
In today’s interview, we will delve with Mr. Lyall Gorman, Vice President of the Australian Chamber of Commerce and Industry, into the objectives and anticipated impacts of this MoU, explore the key initiatives and projects that will arise from this collaboration, and discuss the potential challenges and strategies for overcoming them.
We will also look into how this agreement aligns with the broader strategic goals of the Australian Chamber of Commerce and Industry and the future of trade relations between Australia and the Middle East.
Can you give us a brief overview of the MoU signed with the Dubai Chamber? What are the main objectives?
The MoU we signed is designed for the two chambers to collaborate for mutual benefit and interest, focusing on business-to-business interactions. We are currently exploring opportunities around delegations, information sharing, trade, commerce, and e-commerce. The main goal is to bring businesses together in a structured manner to share ideas and encourage positive outcomes.
This partnership aims to increase the understanding of each other’s economies, recognize opportunities in each other’s regions, and work together to create mutual benefits. By doing that, we hope to enhance the economic ties between Dubai and Australia, leveraging each other’s strengths to create a more dynamic and prosperous business environment.
How do you see this MoU impacting trade relations between Australia and Dubai in the short and long term?
In the short term, we are expecting to generate a significant increase in awareness. By sharing information, data, and demographic insights, we will gain a better understanding of each other’s economic environments. This will help us identify existing opportunities for collaboration and potential mutual investment. From a trade perspective, we anticipate increased exports from Australia to Dubai and vice versa. This could include areas such as disruptive technology, medical research, education, construction, and agriculture—sectors that are currently emerging and critical.
In the long term, this enhanced understanding and collaboration will allow us to identify and capitalize on more opportunities. It’s about recognizing what’s happening in each other’s regions, understanding potential opportunities, and working together to create economic value. By fostering a deeper economic connection, we aim to create sustainable growth and mutual benefits over time.
What sectors or industries do you see as the primary beneficiaries of this partnership?
There are several mutual opportunities we aim to explore. Dubai has evolved incredibly over the last 20 years, achieving remarkable growth. However, there are still areas where further cooperation can drive growth. Some of the key initiatives will focus on sectors such as AI, digital disruptive technologies, smart technologies, financial services, education, construction, and advanced technologies.
Australia is highly regarded for its building codes and manufacturing capacity, especially in the construction sector. Additionally, I believe food security presents an interesting opportunity. As a major exporter of meat and other food products, Australia can contribute significantly to food security discussions, which is particularly relevant for Dubai.
Education is another area with significant potential for collaboration. By exploring these sectors, we aim to implement projects that not only address current challenges but also pave the way for sustainable development and innovative solutions in both regions.
What challenges do you foresee in the implementation of this MoU, and how do you plan to address them?
The cultural differences can impact how business is conducted, and this requires careful navigation. To address this, we need open and transparent communication, fostering a spirit of collaboration and mutual respect. It’s essential to have a genuine desire to embrace each other’s cultural differences and find common ground.
Another potential challenge is ensuring that both sides fully understand and adapt to each other’s regulatory environments and market dynamics. Dubai has matured significantly into a global business and corporate hub, which helps, but there are still differences to consider.
By prioritizing understanding and respect, and committing to ongoing learning from each other, we can effectively manage these challenges. Working together in a considerate and respectful manner will be crucial in overcoming any hurdles that may arise during the implementation of this MoU.
How does this MoU align with ACCI’s broader strategic goals for international trade and collaboration?
This MoU aligns closely with ACCI’s broader strategic goals by emphasizing the importance of fostering and diversifying economic partnerships on a global basis. The current global geopolitical situation has underscored the need for diversifying our supply chains and business relationships.
From an Australian perspective, the lessons learned during the COVID-19 pandemic and the evolving geopolitical environment have further highlighted the necessity of expanding our economic partnerships.
The Middle East, including the GCC, are regions where Australia already has strong relationships that can be further strengthened. Therefore, by working together, collaborating, and sharing knowledge and forward-thinking ideas, this MoU will help us identify and shape initiatives that add value and align with our strategic goals for international trade and collaboration.
How do you envision the future of trade relations between Australia and the Middle
I believe it will become stronger, more robust, and more regular, all for mutual benefit. There is a genuine willingness between both regions to grow and expand this relationship through a partnership model rather than a transactional one. This approach involves setting short, medium, and long-term goals, fostering a thriving and enduring relationship.
We have already established a strong partnership with Dubai Chambers and maintain a good relationship with the Dubai International Chamber here in Australia, led by Sophia Demetriades Toftdahl. This aligns with our strategic goal of global diversification in business.
Additionally, we recently signed an MoU with the Qatar Chamber and are about to sign with the Abu Dhabi Chamber as well.
Engaging with Saudi Arabia also makes sense, as it is a significantly emerging country. The last few years under new leadership have brought clarity to its economic, political, and social future and a strong passion and drive to become a major player in the region and global stage
Chris Dixon, a partner who led the charge, says he has a ‘very long-term horizon’
Americans now think they need at least $1.25 million for retirement, a 20% increase from a year ago, according to a survey by Northwestern Mutual
