Beware GenAI snake oil!
The assertion by Gartner (a company that frankly should know better) that by 2025, generative AI (GenAI) will be a workforce partner for 90% of companies globally is a bold claim that warrants scrutiny.
Given that 2025 is less than a year away, it raises questions about the pace of AI adoption and integration into the global workforce.
Firstly, the global reach of this claim must be considered. While large corporations and tech-savvy businesses in developed countries might be quick to integrate GenAI into their operations, small and medium-sized enterprises, especially in developing regions, might lag due to limitations in infrastructure, digital literacy, and financial resources.
The digital divide could significantly skew the global picture of AI adoption.
Secondly, the credibility of such a statement depends on how we define "workforce partner" and the extent of AI integration within companies.
If "workforce partner" means any use of AI tools, from basic automation to more complex decision-making processes, then a significant uptick in AI adoption could be plausible (but 90%?) especially in sectors that are rapidly digitising.
However, if it implies deep integration or reliance on GenAI for critical operations, the figure is overly optimistic.
This suggests it is crucial for firms to be cautious of consultancies that might jump on the AI bandwagon without possessing genuine expertise, reminiscent of the dot-com boom when numerous entities offered online consultancy services without a solid understanding of the internet's business potential.
During such technology hype cycles, it's common to see a proliferation of "experts" who may not have the depth of knowledge or experience required to effectively implement and leverage new technologies like GenAI, particularly in an ethical and compliant way.
Companies should be discerning in their choice of partners, looking for those with a proven track record and deep technical understanding of AI.
Engaging with consultancies that lack real expertise can lead to misguided strategies, wasted resources, and missed opportunities.
Just as the dot-com era saw a sorting between viable and non-viable online ventures, the rapid evolution of AI will likely reveal which consultancies genuinely add value and which are merely capitalising on the hype.
Ultimately, the challenges of implementing AI solutions, including costs, workforce training, and the need for significant data management capabilities must be considered. It is therefore important to approach such predictions with a critical mindset.
As AI is a hot topic, many claims about its potential are made, some of which might be more about generating buzz than providing an accurate forecast.