From the Director's Desk

Embracing AI and Technology for a Transformative Future

As we navigate the rapidly evolving landscape of digital transformation, it is crucial to understand how generative AI and other technological advancements are reshaping our world. At the Centre of Digital Enterprise, we are committed to exploring these changes and guiding organisations through this transformative journey. We have summarised 3 recent articles for you that we believe will equip any decision makers with the knowledge and insight needed to benefit from emerging technologies.

Generative AI tools like ChatGPT and Copilot are revolutionising workplace productivity, enabling employees to complete tasks up to 56% faster. However, a study by MIT Sloan, Microsoft Research, and GitHub reveals that many employees do not utilise this saved time effectively. To address this, managers should strategically track time savings, encourage daily logging of time saved, and develop blueprints for reallocating this time towards activities that enhance well-being, productivity, and personal growth. Regular monitoring and feedback are essential to ensure that AI-driven efficiency leads to meaningful workplace improvements.

Leadership in the digital age requires mastering four distinct types of thinking: expert, critical, strategic, and systems thinking. Expert thinking leverages deep knowledge and experience to solve problems quickly. Critical thinking involves questioning assumptions and evaluating information quality. Strategic thinking takes a long-term perspective, imagining future possibilities. Systems thinking focuses on understanding the interconnectedness of different parts of a system. By deliberately practising and teaching these skills, leaders can drive innovation and solve problems more effectively.

Adopting a balanced approach to AI innovation is essential. The OPEN framework (Outline, Partner, Experiment, Navigate) guides organisations from initial assessment to sustained implementation, ensuring alignment with core missions and fostering interdisciplinary collaboration. The CARE framework (Catastrophize, Assess, Regulate, Exit) provides a structured methodology for identifying and managing AI-related risks. Integrating these frameworks enables organisations to harness AI's transformative power while safeguarding against potential pitfalls.

Our own original research highlights the importance of strategic sourcing in achieving GenAI maturity. Organisations should transition from in-house development to a combined sourcing model, expand their vendor ecosystem, adopt flexible commercial models, and shift towards a centralised governance structure. These steps are crucial for moving from piloting to scaling up and ultimately becoming a mature GenAI-powered organisation.

Our PhD candidate, Lily Haffner, is exploring the intersection of sports and technology. In her article she claims that technology is transforming sports on and off the field. From data-driven insights enhancing athlete performance to augmented reality enriching fan experiences, the impact is profound. Coaches and teams now rely on real-time data and video analytics, while referees use technologies like VAR for accurate decision-making. However, there are concerns about access and equity, with high-end technologies often inaccessible at lower levels. Efforts like simplified VAR systems for youth tournaments show promise in bridging this gap.

Lastly, we believe that the recent partnership between Air New Zealand and Tata Consultancy Services (TCS) is a significant milestone for New Zealand's digital transformation journey. This five-year collaboration aims to modernise Air New Zealand's digital infrastructure, enhance passenger experiences, and drive operational efficiencies through AI and automation. By leveraging TCS's expertise in cutting-edge technologies, Air New Zealand is poised to become a digitally advanced airline, setting new benchmarks for efficiency and customer engagement. This partnership not only strengthens New Zealand's position in the global digital landscape but also showcases the potential of AI-driven innovation to transform industries and improve lives.

As we continue to explore the intersection of AI, technology, and organisational strategy, our goal is to provide insights and guidance that help organisations thrive in this dynamic environment. Together, we can harness the power of technology to drive innovation, enhance productivity, and create a more equitable future.

Thank you for your continued support.

Dr Ilan Oshri
Director, Centre of Digital Enterprise
The University of Auckland