A conversation with Rani Tiwari about her career and experience in the Harnessing AI for Breakthrough Innovation and Strategic Impact program
As a managing director and digital transformation leader for a consulting firm, Rani Tiwari leads multimillion-dollar corporations across various industries globally. To deepen her understanding of the latest advancements and challenges in AI, she enrolled in the program Harnessing AI for Breakthrough Innovation and Strategic Impact (AIP).
What prompted you to take AIP right now?
Guiding enterprises across diverse sectors including retail, transportation, oil and gas, utilities, supply chain, and more, requires the ability to navigate the evolving technological landscape. In an era where industries are being transformed by technology, particularly by the surge in AI, my clients, who are already immersed in advanced data analytics, often express apprehension about readiness. It’s my responsibility to provide a strategic perspective on AI and ensure they are well-positioned for the future.
How did this program change how you think about AI in business?
In navigating the AI business landscape, I’ve learned that speed is the key. It’s about being on the cutting edge and getting there with agility. My clients might feel pressured to follow competitors hastily, so I need to emphasize the importance of a strategic marathon over blind sprints.
This fresh perspective allows me to offer clients a clear roadmap that balances speed with thoughtful progression by stressing the importance of retaining growth and revenue while also strategically planning for the future.
This program’s topics range from autonomous driving vehicles to the legal and ethical ramifications of AI. How can you make use of all the information covered?
Exploring Stanford’s autonomous vehicles labs was an awe-inspiring experience. The strides in autonomous driving unfold a realm of possibilities for my clients grappling with transportation challenges and futuristic strategy. This visit epitomizes the impactful insights from this program. AIP not only explains the dynamic landscape of AI, but it also delves into the crucial legal and ethical ramifications. It’s our role to absorb this knowledge and learn how to strategically harness it, while also addressing legal and ethical implications. It’s about shaping innovative solutions while navigating the intricate landscape of AI, and steering towards a future where technology reshapes industries, overcomes logistical hurdles, and upholds ethical standards.
What was surprising to you?
One thing truly surprised me during our discussions about the ethical and legal facets of AI. We tested the limits of generative AI platforms in class, and they revealed some astonishing possibilities. It made me realize that cautions are needed in these systems, which is a revelation that’s often overlooked in the excitement surrounding AI advancements. This insight can catapult us into a futuristic growth mindset. As we unravel the complexities of AI, it’s important to not just be aware, but to actively correct and refine these technologies. The future demands a proactive stance — mindfulness in data utilization, validation, verification, and continual reassessment. The vision and correction of AI within our companies aren’t only necessities; they’re the roadmap to an ethical and unbiased future, where technology serves as a force for equitable innovation.
How should companies and executives feel about AI?
In my perspective, companies and executives should approach AI with a blend of excitement and caution. Embrace the potential for innovation, efficiency, and transformative growth that AI offers while also exercising caution by looking into the ethical, legal, and bias-related challenges. A balanced perspective allows executives to harness the power of AI responsibly, ensuring that it aligns with the company’s values and contributes positively to both business objectives and the well-being of society.
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