Do businesses really get what they need? A perspective on artificial intelligence and expert services!

Businesses are constantly investing in new tools, software and expert services. In particular, artificial intelligence has risen to the development list of almost every business in recent years. But let's pause for a moment and consider one question: do companies always buy services in the right proportion to their actual needs?

Often the answer is surprisingly complex.

Technology is bought, the problem isn't always solved

In many organisations, an AI project begins with a tool. A new AI service, chatbot, or licenses are acquired for staff. It's a good idea when you want to keep up with developments.

But technology itself does not yet solve business problems.

If a company's processes are unclear or staff don't know how to utilise artificial intelligence, even an expensive solution may be underused. On the other hand, even a small investment can achieve significant benefits if the use cases have been carefully considered.

Licences are not the same thing as deployment

Many a company has tried to purchase, for example, AI licenses for its entire staff. Yet only a small proportion of employees actively use them.

This may not be due to the tool itself, but rather that insufficient time or support has been allocated for implementation. Without training, common operating procedures, and practical examples, new technology can easily remain at the trial stage.

The same phenomenon is seen in many other professional services. It is possible to purchase a lot of service without the value it produces increasing in the same proportion.

Too much or too little?

Businesses often see two extremes.

In the first, a large sum is invested in new systems before it has been defined what is to be achieved with them.

In another, the aim is to do everything in-house. Implementation is delayed, training is not acquired, and expert help is avoided for cost reasons. As a result, development progresses slowly and staff spend a lot of time on tasks that could have been resolved more efficiently.

In both cases, the challenge is not solely about spending money, but about targeting investments.

The right balance is found in the objectives

Before acquiring a new service or tool, it's worth pausing to consider a few questions:

• What problem are we solving?
• How much time or money does the current way of working take?
• What benefits would a successful rollout bring?
• Is technology, training, consulting, or a combination of these required?
• How will success be measured in six months' time?

When the goals are clear, it's also easier to correctly size the procurement of services.

Artificial intelligence is not just software.

AI is easily seen as a software procurement, though in reality it also involves a change in ways of working.

The greatest benefits often arise when technology is combined with staff expertise, process development, and continuous learning. One well-designed application can generate more value than dozens of unused licenses.

Finally

Companies do not need to buy as many services as possible to remain competitive. It is more important to buy the right services at the right time and to the right extent.

AI offers enormous opportunities, but its value is only realised when solutions support business objectives and can be utilised in everyday practice.

Perhaps the most important question is not therefore ”Should we invest in artificial intelligence?” but ”Which investment will help us achieve our goals most effectively?” When there is a clear answer to this, the procurement of services will also become more considered and effective.