and process flows. Clients are able to draw upon this when implementing it into their workflows.
“ We built a platform using this IP, and now Gen AI can help identify opportunities where they exist, be this an efficiency gain or plugging experience gaps,” Vin explains.“ Then it’ s trying to identify what sort of technology will help you resolve a particular issue. All of this capability is built into our platform.”
One such example is taking a company’ s process flows and identifying ways to optimise. Where a company doesn’ t have a standard of practice, Vin and his team can identify best practice based on similar use cases, and then load this onto the platform for the client.
The key is to dynamically manage change as it evolves. To this end, the Hackett Group’ s strategy is to educate both its own team and its clients on the potential of digital technologies.
“ As we move towards a more automated future, the structure of organisations will need to change,” says Vin.“ The talent required to support these new processes will also differ significantly from what is needed today.”
This shift emphasises the importance of careful planning and consideration to ensure a smooth transition.
Managing risk and governance With the adoption of AI comes the need for robust risk management and governance frameworks. Organisations must be aware of the regulatory implications of using AI, particularly in highly regulated industries such as healthcare and finance.
Equally, with the new EU AI Act coming into effect, users of Gen AI systems will have to follow protocol and ensure they act within the law.
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