ai & strategy · 2019. 3. 5. · deputy dean/dean of innovation eli lilly chaired professor of...
TRANSCRIPT
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AI & Strategy
Peter ZemskyDeputy Dean/Dean of Innovation
Eli Lilly Chaired Professor of Strategy and Innovation
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ARTIFICIAL INTELLIGENCE:
LOCALIZED STRATEGIES FOR
GLOBAL TECHNOLOGIESASK ABOUT:
AI SCIENTISTS
SETTING RULES FOR THE
AI RACE
DESIGNING YOUR
AI STRATEGY
IN YOUR FACE: ENSURING FACIAL RECOGNITION
TECHNOLOGY REMAINS A FORCE FOR GOOD
GOVERNING DATA IN
OUR DAILY LIVES
ASK ABOUT: MATHEMATICS
OF
NATURAL INTELLIGENCE
ASK ABOUT:
EMPATHETIC AI
A NEW KIND OF
LEARING
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Social Listening: Cloud
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Social Listening: Virtual Reality
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Social Listening: AI
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Source: economist.com
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Resource
Allocation?
Peter ZemskyDeputy Dean/Dean of Innovation
Eli Lilly Chaired Professor of Strategy and Innovation
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Strategy is about Resource Allocation
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Strategy is about Resource Allocation
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Source: https://www.cbinsights.com/research/top-acquirers-ai-startups-ma-timeline/
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Traditional Players are Moving
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Traditional Players are Moving
$69B
+
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Case: MDLive
Peter ZemskyDeputy Dean/Dean of Innovation
Eli Lilly Chaired Professor of Strategy and Innovation
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Value Proposition
Organization& Execution
Industry Environment
AI technology
Strong employer
interest in
telemedicine…
Highly regulated
…but patient
adoption lagging
Escalating
healthcare costs
Conservative
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Value Creation from Telemedicin
WTP
Costs
Patient convenience – consultations anytime, anywhere
Lower overheads
Resource pooling
Avoid high cost emergency room treatment
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Value Creation from Telemedicin
WTP
Costs
Patient convenience – consultations anytime, anywhere
Patient activation costs
Lower overheads
Resource pooling
Avoid high cost emergency room treatment
Expectation of seeing doctor in person
Lack of physical interventions
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Value Creation from Telemedicin
WTP
Costs
Patient convenience – consultations anytime, anywhere
Patient activation costs
Lower overheads
Resource pooling
Avoid high cost emergency room treatment
Expectation of seeing doctor in person
Lack of physical interventions
How can AI help unlock the value
creation potential of telemedicine?
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Image courtesy of MDLIVE
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Inputs: MDLive historical data
Visits per hour
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Inputs: External data sources
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Integration: Scheduling Tool
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Integration: Scheduling Tool
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Integration: Scheduling Tool
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Poor Fair Good Very Good Excellent
Poor 99% 1% 0% 0% 0%
Fair 1% 98% 0% 0% 0%
Good 0% 1% 99% 1% 0%
Very Good 0% 0% 0% 97% 5%
Excellent 0% 0% 0% 2% 95%
Predicted
Truth
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Value Creation through AI
WTP
Costs
Patient convenience – consultations anytime, anywhere
Improved wait times
Service recovery
Patient activation costs – reduced through improved word of mouth
Greater physician utilization and satisfaction
Lower overheads
Resource pooling
Avoid high cost emergency room treatment
Expectation of seeing doctor in person
Lack of physical interventions
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Value Proposition
Organization& Execution
Industry Environment
AI technology
Strong employer
interest in
telemedicine…
Highly regulated
Doctor utilization
Patient wait times
Data integration
Integration ofanalytic insights
…but patient
adoption lagging
Escalating
healthcare costs
Conservative
Service recovery
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Machine Learning
Peter ZemskyDeputy Dean/Dean of Innovation
Eli Lilly Chaired Professor of Strategy and Innovation
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Source: https://www.mathworks.com/help/nnet/ug/neural-
network-architectures.html
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Source: “Creative Commons iPhone disassembled” by Andrew Mager licensed under CC BY-SA 2.0
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Source: ING Bank Website
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Same or different from the software-
based digital revolution?
Why is it happening now?
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Logic of Traditional Computing
DATA
COMPUTING
Programs
Outcomes
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Logic of Machine Learning
DATA
COMPUTING
Outcomes
Programs
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Logic of Machine Learning
DATA
COMPUTING
Outcomes
Programs
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DATA
Apple
Not Apple
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COMPUTINGNeural Networks
input layer output layer
hidden layers
DATA
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Apple: 99.8%
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Same or different from the software-
based digital revolution?
Why is it happening now?
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Copyright ©INSEAD 2018. All rights reserved. Materials prepared for academic usage and purposes only. Not to be reproduced, re-distributed or used without the formal authorization from INSEAD.
Why Now?
DATA
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Copyright ©INSEAD 2018. All rights reserved. Materials prepared for academic usage and purposes only. Not to be reproduced, re-distributed or used without the formal authorization from INSEAD.
Why Now?
DATA
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Copyright ©INSEAD 2018. All rights reserved. Materials prepared for academic usage and purposes only. Not to be reproduced, re-distributed or used without the formal authorization from INSEAD.
Why Now?
COMPUTING
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Copyright ©INSEAD 2018. All rights reserved. Materials prepared for academic usage and purposes only. Not to be reproduced, re-distributed or used without the formal authorization from INSEAD.
Why Now?
COMPUTING
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COMPUTING
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Value Creation
Peter Zemsky
Deputy Dean/Dean of Innovation
Eli Lilly Chaired Professor of Strategy and Innovation
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Value Creation from AI
WTP
Costs
Novel and improved predictions
Faster predictions
Mass personalization
Breakthroughs in image processing
Breakthroughs in natural language processing (NLP)
Falling costs of (specialized) processing
Explosion of data with digitalization
Strong open source tradition for ML code
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Value Creation from EVs
WTP
Eco friendly image
Tax credits
Lower maintenance costs
Simpler engine technology
Government encouragements (eg ZEV credits)
Costs
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Value Creation from EVs
WTP
Eco friendly image
Tax credits
Lower maintenance costs
High batter costs
Lack of production volume
Lack of cumulative production experience
Simpler engine technology
Government encouragements (eg ZEV credits)
Range anxiety
Charging inconvenience (time, network)
Batter life and resale value
Dealer support
Costs
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Copyright ©INSEAD 2018. All rights reserved. Materials prepared for academic usage and purposes only. Not to be reproduced, re-distributed or used without the formal authorization from INSEAD.
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Value Creation from AI
WTP
Costs
Novel and improved predictions
Faster predictions
Mass personalization
Breakthroughs in image processing
Breakthroughs in natural language processing (NLP)
High fixed costs of acquiring and preparing data
Scarcity of specialized talent
Legal and regulatory risks
Falling costs of (specialized) processing
Explosion of data with digitalization
Strong open source tradition for ML code
Data privacy concerns
Black box and lack of transparency
Risk of bias
Reputational risks
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Copyright ©INSEAD 2018. All rights reserved. Materials prepared for academic usage and purposes only. Not to be reproduced, re-distributed or used without the formal authorization from INSEAD.
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Choose wisely!
Analytics-driven hiring and retention
Channel management
Churn reduction
Customer acquisition/lead generation
Customer service management
Fraud and debt analytics
Inventory and parts optimization
Logistics network and warehouse optimization
Marketing budget allocation
Next product to buy/individualized offering
Predictive maintenance
Predictive service/intervention
Pricing and promotion
Procurement and spend analytics
Product development cycle optimization
Product feature optimization
Risk modeling
Sales and demand forecasting
Smart capital expenditures
Task automation
Workforce productivity and efficiency
Yield optimization
Source: www.mckinsey.com/featured-insights/artificial-intelligence/visualizing-the-uses-and-potential-impact-of-ai-and-other-analytics
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Adoption
SoftwareDevelopers
Installed BaseValue Creation +
Positive Feedback & Platforms
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Positive feedbacks
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Buyers
Seller
+
Positive feedbacks
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Buyers
Seller
Functionality
€
+
Positive feedbacks
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Customers
MachineLearning
DataValue Creation
Talent
€
+
Early Mover Advantages in AI
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Source: https://www.cbinsights.com/research/top-acquirers-ai-startups-ma-timeline/