"The true potential [of personalization] lies in transforming all of an organization's customer interactions by using data and analytics to anticipate individual needs, target segments of one, and build deep relationships that stand the test of time," states BCG.

The news about artificial intelligence is mostly dominated by sensational stories such as the ominous threat of deepfakes, deep learning algorithms that create fake blogs, AI bots that create their own language, and generative adversarial networks that create realistic portraits of non-existent people. But the practical use of AI algorithms is much farther behind than the hype caused by the media. From peer-reviewed breakthrough research presented at mainstream AI conferences to PR-style videos created by large tech companies and well-funded research labs, only a trickle of the innovation we see in the field makes it into real business processes and applications. And the organizations that are putting AI to good use are those who understand the powers and limits of today's technology and master the challenges of integrating it into their processes and solutions. "AI does offer a lot of business value, but much of that value isn't terribly sexy or visible. Products and processes will be made somewhat better and easier to use. Decisions will be better informed. We'll continue -- and perhaps even accelerate a bit -- the amazing progress that we've seen over the last couple of decades in data and analytics. But as all of the early adopters have discovered, it's still difficult to create systems that think and communicate like humans -- even in narrow domains," academic and business author Thomas H. Davenport writes in his book The AI Advantage: How to Put the Artificial Intelligence Revolution to Work.

The news about artificial intelligence is mostly dominated by sensational stories such as the ominous threat of deepfakes, deep learning algorithms that create fake blogs, AI bots that create their own language, and generative adversarial networks that create realistic portraits of non-existent people. But the practical use of AI algorithms is much farther behind than the hype caused by the media. From peer-reviewed breakthrough research presented at mainstream AI conferences to PR-style videos created by large tech companies and well-funded research labs, only a trickle of the innovation we see in the field makes it into real business processes and applications. And the organizations that are putting AI to good use are those who understand the powers and limits of today's technology and master the challenges of integrating it into their processes and solutions. "AI does offer a lot of business value, but much of that value isn't terribly sexy or visible. Products and processes will be made somewhat better and easier to use. Decisions will be better informed. We'll continue -- and perhaps even accelerate a bit -- the amazing progress that we've seen over the last couple of decades in data and analytics. But as all of the early adopters have discovered, it's still difficult to create systems that think and communicate like humans -- even in narrow domains," academic and business author Thomas H. Davenport writes in his book The AI Advantage: How to Put the Artificial Intelligence Revolution to Work.

How businesses can use artificial intelligence (AI) to their advantage, perhaps even in a ... [ ] transformative way, without turning the pursuit of AI advantage into a quixotic quest Frankly, I was hoping an artificial intelligence (AI) algorithm would write this column for me, because who knows more about AI than the mysterious little gremlins that make "machine learning" possible? That, alas, didn't happen; so I'm on my own. Like most people in business, I don't need any convincing that artificial intelligence (for most companies in many areas of their operations) will become a game-changer. Still, it remains a fluid, if not amorphous, concept in many respects. What, exactly, can we expect AI to do for us that we're not already doing--or how will it improve what we're doing by doing it better, faster, cheaper, with greater insight or fewer errors?

McKinsey's Global AI survey has found that the use of artificial intelligence (AI) in automating business processes has increased by 25% year on year, yet a number of sectors are struggling. In a global survey of 2,360 businesses, McKinsey found that 58% of organisations have embedded at least one AI capability into a process or product in at least one function or business unit. This is up from 47% in 2018, which means AI adoption is becoming more mainstream, it suggested. According to McKinsey, the top quarter of businesses – the 54 "AI high performers" that took part in the study, where AI is being used in five or more business activities – reported seeing an average revenue increase of at least 5% from AI adoption in the business units where AI is used. The study also found that these businesses saw an average cost decrease of 5% or more from AI adoption in the business units where AI is used.

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"The true potential [of personalization] lies in transforming all of an organization's customer interactions by using data and analytics to anticipate individual needs, target segments of one, and build deep relationships that stand the test of time," states BCG.

"The true potential [of personalization] lies in transforming all of an organization's customer interactions by using data and analytics to anticipate individual needs, target segments of one, and build deep relationships that stand the test of time," states BCG.

"The true potential [of personalization] lies in transforming all of an organization's customer interactions by using data and analytics to anticipate individual needs, target segments of one, and build deep relationships that stand the test of time," states BCG.

"The true potential [of personalization] lies in transforming all of an organization's customer interactions by using data and analytics to anticipate individual needs, target segments of one, and build deep relationships that stand the test of time," states BCG.