MAKE ARTIFICIAL INTELLIGENCE WORK FOR YOU: AN EXPERT OPINION

Artificial intelligence has been in the news a lot lately. Most recently, an AI named Pluribus outplayed the world’s best Texas Hold’Em players. Perhaps this causes you a bit of concern, given that an essential element of poker is the ability to pull off a convincing bluff. Should we be worried that a computer can lie well enough to clean out the best card players in the world?

For most of us, AI hasn’t been at the forefront of our minds. Yes, we hear about recent technology advances in the news or somehow find ourselves at the one happy-hour table talking about how robots will replace us. Beyond that we probably haven’t thought too much about AI, resigning it as a topic for the distant future.

In reality, the world has changed under our feet. The future is here: AI is everywhere. It’s no longer a far off concept; AI is a commodity here and now. Companies like Amazon have started to offer AI tools that sort through unbelievable amounts of data and provide valuable insights that were previously unthinkable. AI is being used to identify sales leads, streamline supply chains, optimize logistics, instantly recognize fraud, and even create original content.

This is an opportunity. Companies of all sizes are leveraging commoditized AI tools to stay a step ahead. If you don’t take advantage of this new commodity, your competitors will.

Matt Jamison will be in Reno presenting on this topic at panel discussion on AI this month at the Nevada Center for Entrepreneurship and Technology. As a seasoned solutions architect and the Tech Services Lead at The Gunter Group, Matt’s perspective is grounded in both his tech expertise and his experience in business consulting. Click here for more information and to register for this event. If you’d like to learn more about how to effectively integrate AI into your business and can’t make it to the NCET panel, reach out today to learn more!

Interested in what we have to say about tech? Check out our blog on the future of agile in business.

Matt is an experienced solutions architect with a results-oriented understanding of the intersection between reality and architectural theory. He has the ability to plan, develop, and implement large-scale projects while maintaining impeccable attention to detail. With 18 years of functional information technology experience, Matt has end-to-end IT knowledge from layer 1 networking to application API interaction. An expert in mapping technology solutions to business needs, Matt is also able to conform to required regulations while maintaining IT best practices. Matt’s experience spans multiple industries, including healthcare, telecommunications, and security and software. He is an AWS Certified Solutions Architect. Outside of work, Matt enjoys the outdoors and all things bike-related.

THE FUTURE OF AGILE: LOSE YOUR MANIFESTO

Matt Jamison is no stranger to agile. As the Service Lead for technology at The Gunter Group, Jamison is putting his twenty years of tech experience to good use. He has kept his finger on the pulse of all-things-IT for quite some time.

Jamison’s latest reflections on tech would surprise you. Lately he has been talking agile, but not in the way you might expect. He believes that business is on the threshold of change.

First, Jamison likes to point out that the idea behind agile is not new. “The Agile Manifesto and the Scrum Guide aren’t revolutionary. Extreme Programming was a thing back in the 90’s. It’s essentially agile. Sit with another person who knows what you’re doing and then iterate. Iterative problem-solving is not new, even if organizations are getting more intentional lately about building agile methods into their structure.”

That being said, Jamison does understand why people go for the rigid approach of particular agile methods. “Someone wrote out a manifesto and it was picked up by Silicon Valley IPO’s that made a ton of money. Now people assume it’s what they have to do to make money.”

There’s nothing wrong with the rigor of a guide or manifesto; it can often be a good entry point into an iterative way of thinking. But Jamison thinks that this can also be an excuse to stop thinking critically.” 15 years ago another developer told me something that still sticks with me. He said, ‘Every problem can be solved with one additional layer of abstraction.’ In an agile environment, you often come to a pain point between a problem and the guide’s method for solving it. That’s when I blur the boundaries outlined by a manifesto and see if I can bring in something new that adds value.”

Jamison has a question that he loves to ask: Does this work for us? “The key is to understand the reason you’re doing something. If you challenge a rule from a manifesto, you need to understand both the reason for the rule and the reason for breaking it. Are you iteratively getting better at something? Then you’re doing agile.”

“Agile has become a thing,” says Jamison. “The experiment worked! The terminology won’t stick around, but the philosophy is a good way to solve problems. In that way, I think agile will continue to move businesses after the marketing engine stalls.”

Jamison believes that agile is on the threshold of a new era. Agile was once a firm framework that provided structure to tech developers. As the hype fades, agile is transforming into a set of best practices that will enjoy wide-spread adoption in a variety of organizations.

Organizations are already putting agile’s successful components to practice. Tech heavyweights like Spotify have experimented with non-traditional loose agile structures. Non-IT companies like banks (Barclays) and manufacturers (GE) have jumped on the wagon as well, experimenting with enterprise-scale structures that promote iterative growth and continuous feedback with less of the rigor. In the end, businesses want what works–and they are finding that in agile.

This is a slow transformation. It is not hard to see the benefit of iteration, feedback, and innovation found in agile methods; it is much harder to make an enterprise-scale transition. Each organization is unique, and the incorporation of agile requires thoughtful planning and customized implementation. Jamison is helping the consultants at The Gunter Group to combine agile best practices with their business experience in order to meet the unique needs of our clients.

SALESFORCE: HOW TO GET THE MOST OUT OF YOUR CRM PLATFORM

As someone who enjoys traveling the world and has gained experience communicating with people from many different cultures, communication in corporate environments is no problem for Angela Tekulve.

For more than 15 years, Angela has been working in business analysis and systems improvement. Recently, she has been helping companies get the most out of the industry-leading CRM, Salesforce. We sat down with Angela to talk about this experience.

We started with the basics. What is Salesforce and why is it critical for how organizations do business today?

Short answer: Essentially it’s an application that gives users a shared view of its customers and potential customers. Salesforce is a scalable platform–organizations can do everything from automated marketing to customer support to billing and invoicing with applications built on the platform. Most companies enter Salesforce through buying Sales cloud, which helps sellers track their prospects and leads, and then close deals. A lot of companies expand into the marketing automation realm, customer support, learning and development, etc.

How does Salesforce–or really any CRM–actually help drive business results?

A CRM gets your customer and prospect data out of spreadsheets or notepads and into a central repository. This has benefits. It can help you predict your sales, understand why you lose deals, and help sales representatives focus their time on the most meaningful sales activities.

So it makes the sales process more efficient?

Yes, but not only that. It can increase quality too. A lot of companies use a CRM platform like Salesforce for their customer support function, so all of the notes around your customers live in one application.

So everyone can see it?

Exactly: all functional teams can access the information. So, often you will find that it facilitates better cross-functional communication because multiple user groups can communicate about one customer at the same time.

Salesforce has been around for a while…do organizations use it well?

Some do and some don’t–it depends on the organization. But eventually everyone falls behind in some way.

Do you see room for improvement?

Absolutely! As organizations grow and change, keeping Salesforce in sync can easily become an afterthought, especially where there is siloed communication between business users and system administrators.

How do they get out of sync?

A lot of organizations have their Salesforce administration in an IT Organization and the users of the tools are usually a Sales or Marketing team. The admin looks after the technical bits of the tool. If there isn’t frequent communication then they may feel like everything is working fine. Meanwhile the users are really frustrated because they feel like there are too many fields on the screen or they are being asked to enter useless information, etc.

It seems like it all comes down to communication.

Lack of communication leads to dissatisfaction, every time and for everyone.

What recommendations do you have for companies who have implemented Salesforce, but may not be using it to its full potential?

Listen to your users! Think through the parts of your business that have changed and tidy up the messy parts that aren’t working anymore. Also, try to take advantage of the new features that Salesforce pushes out in its regular releases.

What are the most common pitfalls you see where companies aren’t using Salesforce to its fullest potential?

Some of the more common pitfalls are overlooking end user input for the design and implementation of a CRM for the first time, investing in a CRM without a clear sales process or agreement between the various groups like Sales and Marketing, and running a powerful CRM like Salesforce without training the actual users.

What happens when these elements are overlooked?

Ultimately? Lost resources and missed opportunities. Organizations can spend so much time and money on defining requirements and configuring the tool for go-live. However, without a plan for post-go-live support and training, an organization won’t fully realize the benefits of the tool.

It almost sounds like problems with the tool are actually problems with the organization…

I’m a business process person at heart. I fundamentally believe that tools like Salesforce work best when the end-to-end business process has been fully thought out, ownership and accountabilities are clear, and there is a compelling narrative for how the tool will help achieve broader strategic goals.

And that doesn’t always happen?

Of course not! So where this forethought doesn’t exist, I enjoy putting the pieces of the puzzle together. Communication between business groups can be hard, but I enjoy helping people talk to one another.

What’s your approach for putting the pieces together? Especially when working with people who are afraid of the change that might be necessary for maximizing the use of a tool like Salesforce?

Listen, be empathetic, and put yourself in their shoes. Once you understand where they are coming from, you can talk to them about how the tool is going to make their life easier. If it’s a tool that you believe in (which, in the case of Salesforce, I do), then usually it will make things easier! All I do is ask them to come along with me and trust that it’s going to make their lives better.

Angela is an experienced management consultant with over 15 years of experience in business analysis, project management, systems implementation and quality improvement. She loves the ambiguous and changing nature of complex projects and has a proven track record of developing the systems, processes, and tools necessary to make the complex simpler. Angela’s open, collaborative working style and can-do attitude fosters team building and cross-functional communication. Angela has deep expertise in leading large global projects for Fortune 500 companies with locations across North America, South America, and Europe. She holds both a Bachelors in finance and biology from the University of Georgia and is a certified Project Management Professional (PMP). Angela is a travel junkie and in her spare time enjoys globetrotting to some faraway locale.

INTRODUCTION TO OUR NON-NEGOTIABLES

At The Gunter Group, the leadership traits and characteristics that define us are our Non-Negotiables: Collaborative, Integrity, Intellectual Curiosity, Thrives in Ambiguity, Emotional Intelligence, and Grounded Confidence. These traits and characteristics guide us every day in our interactions with clients, each other, and our community.

Our Non-Negotiables are the foundation upon which we built our business. They provide the framework for how we hold ourselves accountable in our work and relationships. These six Non-Negotiables represent the leadership traits and characteristics we seek out and expect from each member of our team.

At TGG, we believe in the value of diverse experiences and often hire consultants from non-traditional backgrounds. Despite our different experiences, we find commonality through our Non-Negotiables. Growing our firm with people who have the ability and commitment to being adaptable, constantly learning, and acting with a strong moral compass, is more valuable to us than hiring people based on their years of consulting experience. We surround ourselves with people who lead with intention, not only within our team, but with our clients.

Our Non-Negotiables define how we show up with our clients. We build relationships by working together to understand and solve problems. By listening, asking questions and immersing ourselves in our surroundings, we can adjust our approach to fit our clients’ working environments. But our Non-Negotiables are always there to guide us. We are persistent and go above and beyond to understand our clients’ businesses to find the right solutions. We always act in the best interest of our clients and are unafraid to ask the tough questions.

Over the next few months, we are introducing a blog series where our consultants will be sharing their perspectives on each of our six Non-Negotiables; how these traits and characteristics are translated within our company and applied to client engagements. We look forward to sharing more about our firm culture with our clients and our community.