What is Your Artificial Intelligence Strategy?

  • BRITE Professional Services
To read the full-text of this research, you can request a copy directly from the authors.


The rise of AI raises new questions about AI strategy. How should firms formulate and execute their digital or information technology (IT) strategies and business strategies embracing opportunities that AI present? Should firms formulate a separate AI strategy, or should AI strategy be part of their overarching digital strategy? In many ways, these questions are similar to those in the past when newer technologies came onto the horizon.3–6 In this article, we outline some fundamentals of strategy and discuss how organizations can harness AI for their advantage, illustrated with a few examples of business applications of AI. Then, we discuss how AI strategy relates to an overall digital or IT strategy and how to develop a digital strategy that also encompasses and supports the enterprise’s AI strategy. Finally, we examine strategy implications for corporate leaders, IT professionals, and researchers.

No full-text available

Request Full-text Paper PDF

To read the full-text of this research,
you can request a copy directly from the authors.

... An artificial intelligence system is a computer program that functions the same way that a biological brain does, only that it functions in an electronic way instead of by activating neurons [12]. [6] defines artificial intelligence as the science and engineering of making intelligent machines, especially intelligent computer programs. Typical example of an artificial intelligence system is an Expert System (ES). ...
... The fired/triggered rule selects the relevant courses from all science courses in the working memory and also stores the selected relevant courses in the working memory. (6) User supplies appropriate career interest inventory through the user interface. ...
Full-text available
The traditional approach to career guidance is a manual method that is ineffective and inefficient. The electronic approach provides an effective and efficient career guidance. This research therefore developed a web-based intelligent career guidance system that assists pre-tertiary science students in Nigeria to independently choose a career path at anytime and anywhere with the use of computer system or mobile/smart phones as applicants seek admission into various fields of study in Nigerian Higher Institutions (Universities or Polytechnics). The intelligent system uses student-driven parameters such as favourite science subjects combination, career interest inventory analysis result, and intelligent quotient test result for career recommendation. The web-based intelligent system was designed and implemented with principle of a rule-based expert system using forward chaining algorithm, the client-side/interface pages (front-end) were designed using " Bootstrap 3 " front-end framework that contains HTML5, CSS3 and JavaScript. For the back-end, XAMPP was used. The system was implemented and evaluated using 200 pre-tertiary science students; they took the career choice tests and provided their feedback for the evaluation of the system performance. The feedback shows that the recommended career by the system is 95% accurate and relevant, 70% satisfactory, and 80% adequacy of information on career guidance by the system.
... In the Indian market, there are 12 Electric cars and 195 electric scooters circulated in different parts of India. The best part of these Electronic vehicles is that it is supported by A. l feature that makes an automatic driving experience and along with that it supports navigation systems and behaviour monitoring (Mithas et al., 2020). The algorithm of Artificial Intelligence in Electric vehicles provides real-time driving monitoring and provides optimization of the energy used, which would help for the extra driving range and give riders minimal panic attacks against the low battery. ...
Full-text available
Introduction: Electric Vehicles are the upcoming largest share of the automotive industry. Adhering to sustainability and budget-friendly the E.V models are developing with every possible feature that would appeal to the world. In the Indian market, there are 12 Electric cars and 195 electric scooters circulated in different parts of India. Objective: The following research objectives were undertaken to understand the significance of A. I in the E.V industry, to understand the power of A. I in the ecosystem of E.V, to explore the methods of A. I used it in E.V. Methodology: The Methodology Section provides the tools and techniques used in the research paper to investigate the research findings or solutions to the research problems. The researcher has used a secondary method for understanding the impact of Artificial Intelligence on the EV Industry. The researcher has taken information using secondary methods from different sources. Results: India's financial development is obvious for prosperous development due to various factors such as solid monetary extension, social change, rapid urbanisation, solid segment profits, and so on. India's advancement in the ease of carrying on with work records demonstrates the country's greater capacity to start and foster organisations.
... AI cybersecurity strategy should augment and be aligned with an organization's overall security strategy -it shouldn't be an independent, standalone initiative. 37,38 As always, cybersecurity is not just an IT concern: it must be managed from a holistic perspective encompassing technology, applications, processes, and people, accompanied by risk identification and analysis. ...
In this article , I look at how artificial intelligence (AI) strategies can enhance information systems security. I call this “cyber AI” and discuss how activities such as monitoring, threat hunting, and incident response can benefit from AI/machine learning solutions. The article covers the use of AI in behavioral analytics, threat intelligence, ransomware attack detection, smart identity governance, online fraud detection, deepfakes, and risk assessment. Finally, I point out the potential for malicious use of AI in the increasing occurrence of cyber threats. This thoughtful piece provides a deep exploration of the nexus between AI and cybersecurity from an expert viewpoint.
... 3. Recent research suggests a way to make sense of the value of emerging technologies by using the ADROIT framework, which parses the value created by technology in terms of added revenues, differentiation, cost reduction, risk optimization, innovation and the transformation of business models and processes (Mithas and McFarlan, 2017;Mithas et al., 2020). This framework with a more encompassing value of IT can be useful even when a technology is harder to justify purely based on bottom-line considerations. ...
Purpose This paper advances a research agenda for service researchers at the intersection of healthcare and information technologies to improve access to quality healthcare at affordable prices. The article reviews key trends to provide an agenda for research focusing on strategies, governance and management of key service processes. Design/methodology/approach This paper synthesizes literature in information systems, service management, marketing and healthcare operations to suggest a research agenda. The authors draw on frameworks such as the interpretive model of technology, technology acceptance model, assemblage theories and Baumol's cost disease to develop their arguments. Findings The paper situates strategy-related service management questions that service providers and consumers face in the context of emerging healthcare and technology trends. It also derives implications for governance choices and questions related to that. Research limitations/implications The paper discusses service management challenges and concludes with an agenda for future research that touches on governance and service management issues. Practical implications This paper provides implications for healthcare service providers and policymakers to understand new trends in healthcare delivery, technologies and facilities management to meet evolving customer needs. Social implications This paper provides implications for managing healthcare services that touch on many social and societal concerns. Originality/value This conceptual paper provides background and review of the work at the intersections of information systems, marketing and healthcare operations to draw implications for future research.
Full-text available
Digital transformation of business
Most managers lack guidance on how to address uncertainties associated with deploying artificial intelligence (AI) technologies. Drawing on our experiences with public sector projects, we describe patterns related to what AI deployment uncertainties are and strategies to tackle them.
This article reviews how artificial intelligence is being developed and used in key economic sectors in the Gulf Cooperation Council economies.
Full-text available
This introduction to this special issue discusses artificial intelligence (AI), commonly defined as “a system’s ability to interpret external data correctly, to learn from such data, and to use those learnings to achieve specific goals and tasks through flexible adaptation.” It summarizes seven articles published in this special issue that present a wide variety of perspectives on AI, authored by several of the world’s leading experts and specialists in AI. It concludes by offering a comprehensive outlook on the future of AI, drawing on micro-, meso-, and macro-perspectives.
Full-text available
How will continuing developments in artificial intelligence (AI) and machine learning influence IT professionals? This article approaches this question by identifying the factors that influence the demand for software developers and IT professionals, describing how these factors relate to AI, and articulating the likely impact on IT professionals.
This paper presents a novel, empirical analysis of the most common business models for the deployment of demand response and energy management systems, electricity and thermal storage, and solar PV distributed energy resources. We classify the revenue streams, customer segments, electricity services provided, and resources for 144 business models. We use this assessment to identify a set of business model “archetypes” in each resource category. Our analysis leads us to five observations that have important implications for policymakers and regulators. First, our analysis highlights that business models are deeply embedded in myriad policy and regulatory frameworks. Second, current DER business models are driven more by regulatory and policy factors than by technological factors. Third, the relatively small set of well-defined DER business model archetypes suggests that the determinants of success within a given archetype may include executional capabilities, culture, and other activities that are not captured in our framework. Fourth, continued cost declines, technological innovation, and changing policy and regulatory landscapes mean the business models of tomorrow will likely look very different than the business models of today. Finally, DER business models compete within archetypes for market share in providing a limited set of electricity services.
Amazon is well-known for personalization and recommendations, which help customers discover items they might otherwise not have found. In this update to their original paper, the authors discuss some of the changes as Amazon has grown.
In this paper, we develop conjectures for understanding how information technology (IT) strategy and IT investments jointly influence profitability and the market value of the firm. We view IT strategy as an expression of the dominant strategic objective that the firm chooses to emphasize, which can be revenue expansion, cost reduction, or a dual emphasis in which both goals are pursued. Using data from more than 300 firms in the United States, we find that at the mean value of IT investments, firms with a dual IT strategic emphasis have a higher market value as measured by Tobin's Q than firms with a revenue or a cost emphasis, but they have similar levels of profitability. Of greater importance, IT strategic emphasis plays a significant role in moderating the relationship between IT investments and firm performance. Dual-emphasis firms have a stronger IT-Tobin's Q relationship than revenue-emphasis firms. Dual-emphasis firms also have a stronger IT-profitability relationship than either revenue- or cost-emphasis firms. Overall, these findings imply that, at low levels of IT investment, the firm may need to choose between revenue expansion and cost reduction, but at higher levels of IT investment, dual-emphasis in IT strategy or IT strategic ambidexterity increasingly pays off.
This paper studies the effect of aggregate information technology (IT) investments on customer satisfaction and profits at the firm level. Using data on 109 U.S. firms for the 1994-1996 and 1999-2006 periods, we find that aggregate IT investments have a positive association with customer satisfaction. However, the strength of the relationship varied across the 1994-1996 and 1999-2006 periods. Specifically, IT investments had a morepositive influence on customer satisfaction for the 1994-1996 period. These findings extend prior discourse in the information systems literature on the role of customer satisfaction as a mechanism that explains how IT-enabled benefits are "passed on to consumers" [Rai A, Patnayakuni R, Patnayakuni N (1997) Technology investment and business performance. Comm. ACM 40(7):90]. Our additionalexploratory analyses showing that IT investments had a stronger effect on perceived quality than on perceived value provide an explanation for some of the observed effects of IT on customer satisfaction and profits. Together, these contributions and implications provide new insights to assess returns on IT investments by focusing on customer satisfaction, an important intangible and leading measure of firm performance, stock returns, and stock risk.
While senior managers sometimes ask what the return is from their investments in technology, a better question might be, how can we use technology as a strategic asset to enable new competencies or maintain a competitive advantage? The success of the IT effort depends on communicating the firm's strategy and enlisting managers at all levels in making decisions about technology. This is where many organizations flounder. However, firms can overcome this hurdle by investing in digital literacy or ITracy-a new competence for success in the emerging economy.
Software as the ouroboros: Implications for software developers and business leaders
  • S Mithas
  • K Dutta
  • S Murugesan
S. Mithas, K. Dutta, and S. Murugesan, "Software as the ouroboros: Implications for software developers and business leaders," Cutter Bus. Technol. J., vol. 32, pp. 15-20, 2019. [Online]. Available: https://www.
Digital Intelligence: What Every Smart Manager Must Have for Success in an Information Age
  • S Mithas
S. Mithas, Digital Intelligence: What Every Smart Manager Must Have for Success in an Information Age, North Potomac, MD, USA: Finerplanet, 2016. [Online]. Available:
Pursue both revenue growth and cost reduction with digital transformation
  • S Mithas
  • R T Rust
S. Mithas and R. T. Rust, "Pursue both revenue growth and cost reduction with digital transformation," Manag. Bus. Rev., to be published.
Fintech lender raises $65M to expand in developing nations
  • K Wack
K. Wack, "Fintech lender raises $65M to expand in developing nations," Amer. Banker, vol. 183, 2018, Art. no. 1.
Artificial Intelligence: Fear it, face it, or embrace it
  • S Murugesan
KONE elevates its IoT strategy. CIO Insight
  • S Greengard
S. Greengard (2017, Apr. 26). KONE elevates its IoT strategy. CIO Insight. [Online]. Available: https://www.
Dec. 18) Every leader's guide to the ethics of AI
  • T H Davenport
  • V Katyal
T. H. Davenport and V. Katyal. (2018, Dec. 18) Every leader's guide to the ethics of AI. MIT Sloan Manag.
Tackling bias in artificial intelligence (and in humans). McKinsey Global Inst
  • J Silberg
  • J Manyika
Jul. 29) The regulation of AI--Should organizations be worried? MIT Sloan Manag. Rev
  • A Howard
Confronting the risks of artificial intelligence. McKinsey Quart
  • B Cheatham
  • K Javanmardian
  • H Samandari
B. Cheatham, K. Javanmardian, and H. Samandari. (2019, Apr. 27). Confronting the risks of artificial intelligence. McKinsey Quart. [Online]. Available: mckinsey-analytics/our-insights/confronting-the-risksof-artificial-intelligence
A Madurai-based hospital and Google are working together to stop early blindness. The Hindu
  • S Basu
S. Basu. (2018, Nov. 12). A Madurai-based hospital and Google are working together to stop early blindness. The Hindu. [Online]. Available: https://www. article25476723.ece
2019 CEO survey. Fortune
  • A Murray
A. Murray. (2019, Jun. 1). 2019 CEO survey. Fortune, p. 7. [Online]. Available: 16/fortune-500-2019-ceo-survey/
Software as the ouroboros: Implications for software developers and business leaders
  • mithas