Madhu Mukherjee

CTROs are just one of the C-suite leaders influencing the adoption of AI and other advanced technology within their organisations. Unlike some of their colleagues, though, CTROs retain a critical focus on using technology to solve problems, not implementing that technology in response to hype or to keep up with their competitors. This discussion focuses on resisting the pressure of change for change's sake, and influencing a sustainable approach to technology acquisition that retains a strong focus on making tangible gains against real business problems.

• How do we resist the hype and keep the problem to be solved front of mind when fielding recommendations for AI implementation?

• How do we balance the board's need to demonstrate forward-looking AI adoption with our mandate for delivering real ROI from every change we implement?

• Where can we find ways to demonstrate the value of core transformation principles to remind internal stakeholders of a more holistic approach to transformation?