The Generative AI Rocket Ship: Practical Advice from PwC

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Joe Atkinson, the Vice Chair and Chief Products and Technology Officer at PwC, about the transformative journey of implementing generative AI in large-scale enterprises

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Vertical Divider

​Michael Krigsman is an industry analyst and publisher of CXOTalk. For three decades, he has advised enterprise technology companies on market messaging and positioning strategy.

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...am I even doing what's necessary? Are these steps even necessary? Do I have to rethink what my input is and what the required output is? And when you see that from a consulting perspective, you see it from a professional services and assurance perspective, a compliance perspective.

Michael Krigsman: We have another question, this time from Greg Walters on LinkedIn. ​

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Michael Krigsman: We have another question, this time from Greg Walters on LinkedIn. And it's related to what you were just talking about. And he says you've been discussing and he quotes you said earlier, redesign and the process at its core. Elaborate on that and the the role of redesigning the process when you talk about this kind of upskilling, for example, that you were just discussing?

Joe Atkinson: the organizational processes that people use to produce management reporting, I'll come back to the management reporting example:

The reality is that most of us are trained in thinking about processes, the way these processes have been conducted. I'll actually go even further back because these famous stories about when electricity hit the factory floor and they took the steam powered equipment out of the factory floors and they put the new electrical equipment in, they located them where the steam ports were, because that's the way the process was built.

We're seeing the same thing in business processes today. We're building business processes. We have these business processes that have executed for years. We're seeing this powerful change agent in the in the power of generative AI technology. And all of us come to this perspective and say, Well, maybe I could apply it here and maybe I could apply it there and maybe I could apply it here.

And by the way, you could, there's no question. But then the new question becomes, am I even doing what's necessary? Are these steps even necessary? Do I have to rethink what my input is and what the required output is? And when you see that from a consulting perspective, you see it from a professional services and assurance perspective, a compliance perspective.

It's that it's that zeroing in on the output, what's the outcome I'm after and then rethinking what the inputs are. And by way, those inputs are people and process and the technology, all the elements. And that when I say redesign to the core, that's what I'm thinking about the outcome driven redesign of the inputs that are necessary to achieve the right outcomes.