Every company is under pressure to become “an AI company.” Over the past several months, we’ve been undertaking that transformation at Precisely, changing how we build, work, and measure progress.

That experience has reinforced something for me: the hardest parts of becoming an AI company have relatively little to do with the technology.

AI can help an organization move faster, automate work, increase capacity, and fundamentally change what people can accomplish. But none of those things guarantees better business performance.

“The hardest parts of becoming an AI company have relatively little to do with the technology.”

First, clarify what the business is trying to achieve. That needs to be a business outcome: growth, faster innovation, stronger customer relationships, better products, improved margins, or something else that matters to the strategy.

AI dramatically expands what is possible. That makes focus critically important. Leaders must establish clear priorities: what needs to improve, what the organization needs to start doing, and just as importantly, what it needs to stop doing.

That clarity filters where to invest, which processes to change, and where AI can create the most value.

Without it, AI can proliferate complexity rather than reduce it. Organizations deploy more tools, launch more agents, and generate more activity without a clear connection to the business outcome they are trying to achieve.

That’s why I think of AI as an operating model , not a strategy. Strategy establishes where the business is going and why. AI can change how quickly and effectively you get there.

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