Read on Twitter
1/14
"IT is Often the Enemy of AI Projects, but It Doesn't Have to Be That Way"
#AI vendors with some experience under their belt come to avoid talking to IT until their buying stakeholder is thoroughly convinced.
This is important, but it's incomplete advice.
A thread:
"IT is Often the Enemy of AI Projects, but It Doesn't Have to Be That Way"
#AI vendors with some experience under their belt come to avoid talking to IT until their buying stakeholder is thoroughly convinced.
This is important, but it's incomplete advice.
A thread:
2/14
IT doesn't want to be the enemy of AI vendors and AI consultants, but they have incentives that we need to be aware of an sensitive to.
-- 1st: They want their own credibility to be respected. Outside ideas can be threatening to their importance and expertise...
IT doesn't want to be the enemy of AI vendors and AI consultants, but they have incentives that we need to be aware of an sensitive to.
-- 1st: They want their own credibility to be respected. Outside ideas can be threatening to their importance and expertise...
3/14
...this can manifest as a general pessimism towards all vendors ("we can build that in-house" or "that idea is terrible").
-- 2nd: They are already burdened and stressed and don't want more responsibility on their shoulders.
Both are valid concerns.
...this can manifest as a general pessimism towards all vendors ("we can build that in-house" or "that idea is terrible").
-- 2nd: They are already burdened and stressed and don't want more responsibility on their shoulders.
Both are valid concerns.
4/14
Once we understand their motives, we can also understand their important contributions. They can bring valid perspective on:
- Data/data infrastructure
- IT/security concerns
These are valuable in assessing an AI project's viability.
Once we understand their motives, we can also understand their important contributions. They can bring valid perspective on:
- Data/data infrastructure
- IT/security concerns
These are valuable in assessing an AI project's viability.
5/14
In general, AI vendors are behooved by working around IT, and only pulling IT into the sales process when it makes sense. Here's what that means:
-- Sell to who (a) can buy, and (b) benefits directly (in their work outcomes, and in their career advancement).
In general, AI vendors are behooved by working around IT, and only pulling IT into the sales process when it makes sense. Here's what that means:
-- Sell to who (a) can buy, and (b) benefits directly (in their work outcomes, and in their career advancement).
6/14
This means mostly sell to Heads of, Directors, VPs, or (if possible) executives.
Only “sell” to IT or talk to IT first if your solution is something designed explicitly to help IT with their problems (and even then, only talk to IT strategic leadership).
This means mostly sell to Heads of, Directors, VPs, or (if possible) executives.
Only “sell” to IT or talk to IT first if your solution is something designed explicitly to help IT with their problems (and even then, only talk to IT strategic leadership).
7/14
Your champion must be convinced of Capability ROI ( https://emerj.com/ai-executive-guides/critical-capabilities/) and Strategic ROI ( https://emerj.com/ai-executive-guides/how-to-succeed-with-ai-projects/)...
...not just on Measurable or short-term financial ROI...
Your champion must be convinced of Capability ROI ( https://emerj.com/ai-executive-guides/critical-capabilities/) and Strategic ROI ( https://emerj.com/ai-executive-guides/how-to-succeed-with-ai-projects/)...
...not just on Measurable or short-term financial ROI...
8/14
Otherwise, IT’s near-term complaints/rebuttals can turn the tide on the entire project.
If a project is strategic AND measurably beneficial, buying stakeholders will push back against IT’s resistance. If you promise only short-term results, no such push-back is likely.
Otherwise, IT’s near-term complaints/rebuttals can turn the tide on the entire project.
If a project is strategic AND measurably beneficial, buying stakeholders will push back against IT’s resistance. If you promise only short-term results, no such push-back is likely.
9/14
But it's not only about working around IT. When it comes time to pull IT into the conversation (later in the procurement process), we can avoid the "IT vs AI" dynamic by adhering to the following tenets:
But it's not only about working around IT. When it comes time to pull IT into the conversation (later in the procurement process), we can avoid the "IT vs AI" dynamic by adhering to the following tenets:
10/14
-- Make your IT contact into a champion of change (a) Find someone interested in the project or in AI transformation and change in general, (b) Find someone who has a great relationship with your buying stakeholder so they can be influenced by the stakeholder’s enthusiasm)
-- Make your IT contact into a champion of change (a) Find someone interested in the project or in AI transformation and change in general, (b) Find someone who has a great relationship with your buying stakeholder so they can be influenced by the stakeholder’s enthusiasm)
11/14
^ Take this IT champion in as a confidant, you are on their side, they are part of something important.
Their concerns are valid and their perspective is important. The frame is that you need their input to make this AI transformation happen.
^ Take this IT champion in as a confidant, you are on their side, they are part of something important.
Their concerns are valid and their perspective is important. The frame is that you need their input to make this AI transformation happen.
12/14
-- Frame the AI solution as something that will reduce IT's existing workloads.
Second to this, you can also say “if we tried to solve this w/o AI, the burden would be even more on AI, so this is helping reduce IT burden in comparison.”
-- Frame the AI solution as something that will reduce IT's existing workloads.
Second to this, you can also say “if we tried to solve this w/o AI, the burden would be even more on AI, so this is helping reduce IT burden in comparison.”
13/14
-- If possible, frame the AI solution as a career advancement opportunity and a “cool” factor for IT. They get to use new tools, they get skills and experience at the cutting edge, which is valuable experience ( https://emerj.com/ai-executive-guides/ai-career-gap/).
-- If possible, frame the AI solution as a career advancement opportunity and a “cool” factor for IT. They get to use new tools, they get skills and experience at the cutting edge, which is valuable experience ( https://emerj.com/ai-executive-guides/ai-career-gap/).
14/14
Bear these ideas in mind and you'll have a better time moving AI projects forward with your buying stakeholder and with IT as well.
Learn more about selling AI consulting and services into the enterprise in our PDF brief: https://emerj.com/cons-3-keys/
Bear these ideas in mind and you'll have a better time moving AI projects forward with your buying stakeholder and with IT as well.
Learn more about selling AI consulting and services into the enterprise in our PDF brief: https://emerj.com/cons-3-keys/
