Artificial Intelligence (AI) is already part of business routine, whether or not managers control its use. Cases of professionals using standalone solutions in anonymous tabs on company computers or websites on their own cell phones are common, even if they do not have authorization. It’s only natural: professionals quickly understood the potential of technology to gain agility and efficiency. In this scenario, governance is challenged to contribute, not only through clear rules of use – which are fundamental, but also through building bridges between different areas, so that use is efficient, ethical and safe.
This is the theme of the second episode of the series “Will we allow the next new thing?” – Conversations”, presented by Claro Empresas, developed in collaboration with Editora Globo and distributed by Valor Econômico.
After discussing in-depth the impacts of AI on enterprise security, in the first episode, Silvio Meira, chief scientist at TDS Company, and Ronaldo Lemos, lawyer, professor and scientific director at ITS Rio, welcome Carolina Sevciuc, director of digital transformation and innovation at PepsiCo, and Rodrigo Assad, director of beOn, Claro’s innovation hub, to discuss the paths that organizations of all sizes can take to advance the use of AI. AI, with the support of governance.
“Careful and ethical management of internal processes has always been fundamental to every organization. But today, as the world races toward AI adoption, governance has become an even more important keyword – and increasingly difficult to implement,” says Meira. “When AI arrives in a company, in the age of connectivity in which we live, it changes the way we implement decisions. With governance that involves AI, it becomes easier to make effective decisions in real time,” reinforces Lemos.
Innovate safely
According to a global survey by research institute Gartner, governance is at the heart of solving a range of strategic challenges that businesses face when implementing AI solutions: security threats; quality and availability of data; integration with other applications or systems; technical implementation and, finally, hiring qualified professionals to develop and use solutions.
For the director of digital transformation and innovation at PepsiCo, governance is strategic to accelerate innovation, safely, provided that the area’s appointments have the support of senior management and participation from the entire company.
“Discussions must take place. The CEO must be present in the debate, as well as in all areas,” affirms the executive, who recalls that the positive results are visible. “We have a lot to evolve, but here in the business, for example, we are already able to meet the demand for drinks at large events, with much more precision,” he adds.
Assad, in turn, described how actively listening to Claro’s internal teams helped map AI solutions with implementation potential. “We already have use cases with significant results, particularly in the areas of sales and customer service, with a 20-point improvement in the company’s NPS. Governance has been crucial to ensure the best implementation, internally and for customers of Claro companies,” he explains.
The second episode of the series “Are we going to activate the next new one?” – Conversas” is available on the Valor website and social networks. The third and final part will detail how AI has been used to transform connectivity into hyperconnectivity, with major positive impacts for businesses.
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