Practical thinking on AI, business process transformation, and the technology decisions that matter — from a practitioner with 40 years of scar tissue.
When a mature organisation first confronts the reality of Artificial Intelligence, the reaction is often a kind of paralysis. It is not a paralysis born of ignorance, but of abundance. There are too many questions, too many stakeholders, and too many perceived risks. The result i...
ReadFor the first time in my career, the speed at which we can now build sophisticated, custom software systems is genuinely astonishing. The promise of AI is not a future prospect; it is here, and the competitive advantage it offers is enormous....
ReadOne of the most persistent and difficult questions in AI adoption is confidentiality. For government, for regulated financial services, for any organisation handling sensitive information, the standard cloud-based AI model presents a fundamental problem: you cannot use the tool w...
ReadHere is the fundamental dilemma of Artificial Intelligence in any professional setting: you cannot use the most powerful AI tools without putting your data into them, and you cannot put your data into them without risking its confidentiality. This is not a bug; it is a feature of...
ReadThere is a dangerous category error at the heart of the current conversation about Artificial Intelligence. We are using one term – AI – to describe two fundamentally different things. It is like using the word “drone” to describe both a 250-gram quadcopter used for taking weddin...
ReadFor most of my career, my reaction to the Next Big Thing in technology has been a well-honed mixture of worried, dismissive, and slightly intrigued. Artificial Intelligence was no different. My initial thoughts ran a predictable course: it’s dangerous, it’s overhyped, the world m...
ReadIn the last article, we diagnosed the state of paralysis that grips most mature organisations when they confront AI. Faced with a dozen valid questions about ownership, strategy, and risk, the safest-seeming option is to do nothing. To wait for clarity. To form a committee....
ReadThe previous articles in this series looked at how any mature organisation can begin to navigate AI — who should own it, how to break the paralysis, and how to take the first practical steps. Government is the most demanding test of all those principles. The stakes are higher, th...
ReadFor a regulated financial services business in Jersey, the arrival of Artificial Intelligence feels different. It is not just a question of opportunity and risk, but of compliance and public trust. The principles of AI adoption are universal, but for a trust company, a bank, a fu...
Read