Putting AI in its Place

By Donna Knapp and Michael Cardinal

Even prior to the First Industrial Revolution, someone who made their living as a stagecoach driver couldn't possibly imagine that one day people would use an app to arrange an Uber that could take them to the airport where they could get on a plane and fly across the world in a matter of hours.

All that history is understood in hindsight, as is the case with any industrial revolution. Fast forward to today. We are in the throes of the Fourth Industrial Revolution and there is massive speculation about the impact of advancements such as artificial intelligence (AI).

It’s tempting to think that the problems and challenges that organizations and individuals are currently facing are unique. In reality, as we explore in ‘What Would Deming Do’, the past provides valuable lessons that we can use to navigate the present and leverage as guidance for the future.

What history teaches us is that industrial revolutions have a lot in common:

• They are evolutionary
• They are disruptive
• They involve technological shifts
• Old jobs go away – new jobs appear
• Resistors get left behind

The nature of the changes that occur also have a lot in common:

• They are technological
• They are socioeconomic
• They are cultural

Technological advancements may emerge from research and development and because of innovation and then be applied to improve efficiency and productivity. Alternatively, having a problem to solve or a desire to continually improve can lead to technological advancements.  The relationship between new technologies and new ways of working (or living our personal lives) is complex and interdependent.  They are evolutionary...and over time, they are disruptive.

Socioeconomic changes include shifts in consumer behavior, jobs, working conditions, and the structure of social classes. For example, new opportunities for economic advancement and career progression may emerge that allow individuals to move between social classes based on their skills, education, and entrepreneurship.  However, these changes can also reinforce existing social hierarchies or widen the divisions between social classes leading to wealth disparities. 

There are always winners and there are always losers.

 - Michael Cardinal                                                                                                                                

Cultural changes can include changes as to how technology is integrated into people's daily lives, where and how people live and work, family structures and gender roles, and how people connect and build communities. Culture changes can also include changes in education and skill requirements.

Bridging the gaps caused by these changes is crucial for both organizations and society.  How long it takes us to bridge these gaps depends on key factors such as:

• Evolving education and skills development
• Evolving laws and government policies
• Technological infrastructure
• Social dialogue and inclusivity
• Funding and support for innovation and research and development.

In the context of AI specifically, a range of strategies and initiatives are needed to mitigate its impacts and maximize its potential.  Like any 'silver bullet', organizations that are quick to deploy AI without a clear understanding of the various types of AI, their risks and limitations, and the role humans play in successfully deploying and managing AI are unlikely to reap the full benefits.

We know this is true because we've been down this path with AI before.  AI was initially introduced in the 1950s and has already been through periods of excessive hype and subsequent disappointment.  Is this time any different?  Possibly.

Advancements in fields like neuroscience, cognitive science, and computer science, and the growth in computing capabilities, have made it possible to push the boundaries of what AI can achieve.  Overlapping trends such as infrastructure complexity and the cloud, exponentially increasing data volumes (e.g., from observable systems), and broad access to AI and mature machine learning capabilities are making practices such as AIOps a necessity.  The user-friendly nature and accessibility of GenAI is dramatically accelerating its adoption rate.  The integration of GenAI into products, online platforms, and cloud services, and the availability of GenAI through developer platforms and APIs is allowing individuals with limited technical expertise to implement sophisticated AI capabilities.

This widespread accessibility is transforming how work is done at an unprecedented pace.  It is why organizations are increasingly recognizing that to truly leverage the power of AI, process design and improvement activities must be part of the initiative. A downside of this is that jobs are being destroyed as we speak, perhaps prematurely.

Historically, industrial revolutions have created more jobs than they have destroyed in the long run, but the transition can be painful for companies that fail to evolve and for individuals whose skills and jobs become obsolete.

Sure, the ability to reduce costs and increase efficiency by replacing human workers with AI or automation is appealing. However, doing so without a strategy can lead to unintended and costly consequences.  To ensure that these new technologies deliver on their promise without compromising quality or security or the trust of our employees and customers, we need skilled human beings. 

A great challenge we face today both within organizations and society is the need for upskilling and reskilling programs that will help people transform their existing roles or transition into new roles. How we do that, given the relatively short lag time between job destruction and new job creation, isn't clear.  What is clear is that new approaches to education and training are essential.  

In time, public education systems and vocational training programs will evolve, and new institutions forhigher education will emerge.  In the interim, businesses need to formulate education strategies that introduce just enough, just-in-time training programs that equip their workers with the skills needed to achieve their strategic goals.  Individuals, regardless of their employment status,  need to embrace continuous learning to enhance their job security and maintain their relevance in the job market.  Individuals can also AI-proof their careers by acquiring and honing skills that machines cannot easily replicate, such as critical thinking, complex problem-solving, emotional intelligence, and creativity.

Today, AI can assist humans by providing information or by enhancing their capabilities with remarkable speed and efficiency.  In that context, it's quickly becoming as ubiquitous as email and spreadsheets, and any other technology we use on a day-to-day basis.  What it cannot do (yet) is make decisions and perform tasks without human input and oversight.  A healthy does of skepticism is necessary.  Humans need to question the accuracy and relevance of the information provided by AI.  They need to verify and own the results.  

So, let's put AI in its place.  It is a tool.  And like any tool, its effectiveness depends on the skills and intentions of the humans who deploy and use it. To realize its full value, redesigning career paths, upskilling or reskilling workers, and redesigning work processes are essential.

Further Reading:

• Maximizing Training Value: How to Get the Most from Your Organization's Training Investment
• What’s in Your Strategy?

Related Training Opportunities:

• AIOps Foundation: Covers the foundational concepts of AIOps along with its core technologies: big data and machine learning.  Introduces the shifts and strategies that enable a successful AIOps implementation and how AIOps can drive value for the business.

• Certified Process Design Engineer (CPDE): Provides clear, step-by-step methods and techniques for designing, reengineering, and improving processes.

• ITIL 4 Specialist: High-velocity IT (HVIT): Introduces concepts related to digital and IT transformation and the high-velocity nature of the digital enterprise.  Focuses on the behaviors, techniques and practices needed for high-velocity IT.

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About the Authors:

Michael Cardinal has thirty-five years of experience in IT and education, having worked as a manager, consultant, analyst, and trainer/teacher.  A Director, Business Architect, ITIL Master, and Certified Process Design Engineer, Michael's resume spans several industries including insurance, manufacturing, retail, food service, and education. Michael has also spent twenty years as an adjunct instructor and trainer, has spoken at several IT and academic events, and published white papers on several Service Management topics.  

Donna Knapp has more than 30 years of experience in the IT industry working as a practitioner, consultant, and educator. She is currently ITSM Academy's Curriculum Development Manager and is both an ITIL and DevOps Institute Ambassador.  Donna is the author of The ITSM Process Design Guide, two college textbooks focused on the service desk, and was a contributing author to ITIL^®  4:  High-velocity IT.  Donna's years of practical experience and love of learning are reflected in her engaging speaking style and many certifications which include:  Certified Design Process Engineer (CPDE), ITIL Master, and many Agile, Lean, DevOps, and Site Reliability Engineering (SRE) certifications.