【GPBullhound】2025代码之外工程师与从业者共鸣AI与商业战略深度融合研究报告

MARCH2025

Beyondthecode

WHENENGINEERSUNDERSTANDTHEPRACTITIONER

–INTEGRATINGAIINTOBUSINESSSTRATEGY

Thisreportisintendedforprofessionalinvestorsonly;seethebackofthereportforimportantdisclosures.GPBullhound

CorporateFinanceLtdandGPBullhoundAssetManagementLimitedareauthorisedandregulatedbytheFinancialConduct

Authority.GPBullhoundIncisamemberofFINRA.GPBullhoundLuxembourgS.à.r.l.isregulatedbytheCSSFinLuxembourg.

2

3

Contents

04THEVIEWFROM

GPBULLHOUND

05KEYTAKEAWAYS

06THEWAYWEWERE

08BUILDINGOUTTHE

INFRASTRUCTURE

09BOTTOM-UPPROBLEMS,TOP-DOWNSUPPORT

10OURINITIALWINS

11ENGAGEMENT+ADOPTIONINSIGHTS

13ASTHETECHGROWS,SODOTHEOPPORTUNITIES

15ABOUTGPBULLHOUND

16DISCLAIMER

4THEVIEWFROMGPBULLHOUND

Theview

FROMGPBULLHOUND

Leadersneedtobeheldtothehigheststandardwhenitcomestoembracinginnovation.Ifthoseatthetoparenotpowerusersofnewtechnologies,thenhowcantheyexpecttoinspireandguideothersthroughthepitfallsofadoption.Boardsshouldbeproactivelylookingatwhattoolstheirexecutivesareusingandmonitoringtheirlevelofengagementwiththem.ThisismoreimportantthanbecomingtoohunguponanoverallAIstrategyplanfromsomeonewhodoesnotunderstandthelevelofthetechnology'scapabilitiesand,moreimportantly,it’scurrentlimitations.

PERROMAN

ManagingPartner,GPBullhound

Asweshow,thelevelofengagementacrossafirmissoimportantforanorganisationtoreapthebenefitsofanynew,productivityboostingtoolandthisisparticularlyimportantintherapidpaceofAIdevelopment.It’snothardtoextrapolatethatthecompoundingbenefitsthatenhancedproductivitygives,whenspreadacrossahigherpercentageofengagedstaffmembersthancompetingfirms,couldhelpanagileandengagedcompanystealmarketshare–ultimatelysecuringtheiremployeesjobs!

CALLUMSTEWART

InvestmentPrincipal,GPBullhound

JOAKIMDAL

Partner,GPBullhound

Theoldadagestillholds:garbagein=garbageout.Yoursystemsareonlyasgoodasthequalityofthedatathatpowersthem.AsuccessfulAIanddigitalizationstrategystartswithgettingthefundamentalsright.Techleadersmustinvesttimeandresourcesinthelessglamorousfoundation-buildingbeforeevenconsideringtheintegrationofproductivity-enhancingtools.Whenthetimecomestobuildintelligentapplications,thekeyistodeeplyunderstandthepractitioner'sworkfirstandworkbackwardfrombusinessrequirementstotechnicalimplementation.Thisensuresthatwesolvetherealbottleneckslimitingeffectiveness,andwhenyousecuretheirbuy-inearly,there’snoexcusefordisengagement!

IVÁNORDÓÑEZ

ChiefTechnologyOfficer,GPBullhound

BRANDONOVERMYERPartner,GPBullhound

GP.Bullhound

KEYTAKEAWAYS5

KeyTakeaways_

Siloskill

productivity

Inaninternationalorganisationitisveryeasytothinkeverynewpieceofsoftwarewillboostproductivity–whennormallytheaddedcomplexityandlackofinterconnectivitybetweenthemcreatesdatasiloswhichactasabarriertoanyproductivetask

Acircular

infrastructurewillensure

Whenitcomestorepetitive,menialdataentryandrecordkeeping,havinghumansintheloopasthemaininputtersofeventsandinformationisnotideal.Buildingarobustinfrastructurethatautomatesandextractsasmuchinformationfromthetools

dataquality

currentlyusedbytheorganisation,withfeedbackintothosetoolsforhumanvalidation,canmeanthatkeydetailsaremoreaccuratelyandeffectivelycaptured.

Boostengagementbysolvingthe

problemsofthepractitioner

Newtoolspushedforthesakeofthetech,orworsebecausecompetitorsareperceivedtobeusingthem,willneverbeapathtohighengagement.Byproactivelyunderstandingtheworkthestaffbodyaredoingandsittingwiththemtounderstandtheirpainpointsandfrustrations,willensurethatyouhaveareceptiveaudiencewhentoolsarerolledout.

Roadmapsdesignedtobejustaheadofthetech’s

development

Tostayaheadofthecurveandmakesureyou'reskatingtowheretheproverbialtechnologypuckisgoingitisimportanttousethesignscomingfromthemostrecentandupcomingtechnologyannouncementsandfirmroadmaps.Thus,technologyteamscanensuretheirinfrastructureisreadytosupportthemandthattheyhaveidentifiedthekeyproblemsthatthenextleveloftechnologyadvancementcanaddressandprioritiseaccordingly

Compounding

higher

productivityisasuperpower

Gettinghighlevelsofengagementandsolvingreal,productivityenhancingbottlenecksisimperative.IntheunlikelyscenariooffixedproductivityenhancementsacrossfirmsAIusage,itisobviousthattheonewiththehighestlevelofengagementandthefastestrole-outwilloutperformothercompetitors.Thenwhenyouembracethatthosewhoaremosteffectiveinidentifyingthehighestproductivityenhancingtoolsandtaskshaveanadvantage,outperformancestartstocompoundquitesignificantly.

GP.Bullhound

GP.Bullhound

6THEWAYWEWERE

Thewaywewere

Rapidgrowthandsuccesscanbeacurseifthewayitismanagedgoesunchecked

Havingspentyearsworkingwithsomeoftheworldsfastestgrowingsoftwarecompanies,GPBullhoundhaslongseenhowcomplex,decentralizedandfragmentedfastgrowingcompanies'technologystackscanbecome.CriticalbusinessinformationcanbecomescatteredacrossmultipleCRMs,spreadsheets,andsiloeddatabases,makingcollaborationdifficultandslowingdowndecision-making.Datainconsistencyendsupbeingarecurringchallenge,withdifferentteams(oftenacrossmultiplegeographiesanddepartments)usingdifferentformatsandtoolsthatarenotinterconnected.Theseinefficienciesnotonlyreduceoperationalspeedbutalsohindertheabilitytoleveragetechnologyforstrategicadvantage.

Whatwehaveobservedhowever,isthatthebestofthesefirmsidentifythisissueearlyandmakeaddressingitacorepriorityintheirquestforgrowth.Havingseennumerousofthesetopbusinessesimplementtheirowninternaldatainfrastructureandtechstackrevolutionswethoughtotherscouldbenefitfromtheknowledgethatwedistilhere.OurowneffortsinfocusingthisrebuildaroundAIhavebeen,onalargerscale,complementedbytherecentconversationsaroundKlarna,Neo4jandcuttingthecordfromSalesforce.ThedawningrealisationoftheextensivesilosthatnumerousSaaSproductscancausehasledtoanawarenessthatoneofthefirstpartsoftheproductivityrevolutionthatAIwillbringistobreakthesedown.Thisisasimple(intheory,hardinpractice)yetcriticalfirstthatcansignificantlyreducebureaucracyinanorganisationandalleviatehumanfrustrationandmenialwork,freeingupspacetofocusonthemorecreativepartsofthejob.

TOPSOFTWARECOMPANIESWE’VEADVISEDORINVESTEDIN

OUROWNAIREVOLUTION

Bygoingthroughthisprocessourselveswehavemanagedto,inatailoredandstructuredway,buildoutourinfrastructureandcustomtoolsfromthebottomup,whilstselectivelyintegratingcomplementary3rdpartytools.Thisdynamic”de-siloing”andthroughthecreationofrealproductivityenhancingtoolsforfrontlinestaffwehavebeenabletoseemaintainedengagementlevelsof>70%amongstemployees.Thecustomtoolsbuilt,althoughtime-consumingtocreatefromscratchandtailoredspecificallytosomeofourmostarduoustasks,haveseentaskproductivityimproveby31xoverthepreceding6months.Notonlyhasthisledtoasignificantenhancementinoutputbutthe98%reductionintasktimehasledtousachievingthatresultin65%lesstimethanthewholereducedoutputfrombeforeimplementation.

Whatweshow,isthatifyougettheroleoutright,staffengagedandfocusonbuildingtherighttoolsforyourusecasesthepotentialcouldbeenormous.AsotherfirmsstrugglewithseeinganyimpactofAI,thosethatgetproductivityenhancementrighthavetheopportunityforaccelerationbeyondtheirpeers.Wehopethisreporthelpstoprovidesomeinsightinhowtodothiseffectivelyforyourorganisationandtoachievesomethingthat80%ofothersfailedtomanage,whohavefailedtoseeanybenefitfromAIintheirorganisation(1).

Source:(1)AaltoUniversity

THEWAYWEWERE7

GP.Bullhound

TheChallengeofDataFragmentationandCentralization

Asafirminatraditionallylesstechspecialisedsectorthatispredominantlypeopleandclientfocused,weareabletobeagreatcasestudyforshowinghow,withcarefulthoughtandinnovatorsleadingfromthetop,companiescangofromasilo’d,complextechnologystacktoanefficientandflexibledatainfrastructurerunningproprietarytools.Then,onceamoreeffectivebackendisbuilt,integrationwithsomeofthelatest3rdpartyAItoolscanberestartedtocapturethelatestadvancesinacleanerdataenvironment.

Inthisjourneythecriticalearlystepwasidentifyinganddismantlingthedatasilosthatimpededefficiency.Thecompanyfacedsignificantbottlenecksduetoinconsistentdataformatting,lackofstandardizationinstoragepractices,anddifficultyindeterminingwhichdatawasmostvaluable.Bygoingthroughthiswecouldcategorisewhatwehad,whatweneeded,howwecollecteditandthus,thebestwaytostoreitinaunifiedandscalablemanner.

DATASOURCES

crunchbase

回dealroom.co

Mergermarket

AnAcuriscompany

PREQIN

GLG

GUJIDEPOINT

pitchBooK

tegus

pipedrive

CRMS

Hubspt

88affinit

evenifbrite

Dealcloud

AnIntappcompany

CLIENTINTERFACING

DropboxDocsend

NON-TECH

London

Manchester

Stockholm

Paris

Madrid

刀Malaga

LuxembourgFrankfurt

Berlin

Italy

SanFrancisco

NewYork

刀KualaLumpur

Advisory

ComplianceAsset

Management

10k+

Entrepreneur

engagements/year

100k+

Research

subscribers

650+

Advisory

transactions

500+

Fundinvestors

1k+

Eventattendees/year

INTERNAL

SApconcur回

GP.Bullhound

8BUILDINGOUTTHEINFRASTRUCTURE

BuildingOuttheInfrastructure

Thenutsandboltsinpreparingthedataandpipelinesbehind

thescenes

Thesolutiontostartthewholeprocessinvolvedconsolidatingandstructuringallbusiness-criticaldataintoasingle,accessibleecosystem.Thisrequiredasystematicapproachtodataextraction,transformation,andcleaningtoensurereliabilityandusabilityacrosstheorganization.

Oncethedatawascentralized,thenextfocuswasconstructingarobust,scalable,andcost-effectiveinfrastructure.Withouttheconstraintsoflegacysystems,GPBullhoundwasabletoimplementmoderncloud-basedarchitectureusingevent-drivenandserverlesscomputing.Automateddatapipelineswereintroducedtostreamlinedataingestion,transformation,andintegration,ensuringreal-timeavailabilityofinsights.ThisinfrastructurelaidthefoundationforAIandautomation,enablingseamlessscalabilitywhilemaintainingsecurityandcostefficiency.

PredictionsDashboards

Machinelearning+AI

Businessintelligence

s

is

D

Data

A

p

a

l

y

a

t

a

b

a

k

e

p

l

i

a

n

a

s

e

t

a

L

c

a

t

i

v

e

s

D

a

i

o

n

s

t

i

t

a

t

Q

u

a

n

3rdPartyApps

affinity

<

>

pitchBooKHubspst

evenifbrite

Feedbackintokeyappsforhumanvalidation

andthedecimationofusefulknowledge

crunchbase

GLG

Mergermarket

AnAcuriscompany

Deacloud·.····.···GUIDEPOINT

⃞dealroom.coteguspipedrivePREQiN

GovernanceLayer--CrossStackIntelligenceLayer

GP.Bullhound

9

BOTTOM-UPPROBLEMS,TOP-DOWNSUPPORT

Bottom-upproblems,top-downsupportWorkinggroups,gettingjuniorteambuy-inandbenefittingall–the

GPBullhoundICASmethodoforganisationaltechtransformation

Foranytechnology-driventransformationtosucceed,broadorganizationalbuy-iniscrucial.GPBullhoundadoptedaproblem-firstapproach,engagingemployeesatalllevelstoensurealignmentbetweentechnologyimplementationandrealbusinessneeds.Cross-functionalworkinggroupswereestablishedtobringtogethertechnicalteamsandbusinessstakeholders,ensuringthatsolutionsaddressedrealpainpoints.Juniorteammemberswereempoweredtoidentifyinefficienciesintheirworkflows,whileleadershipprovidedtop-downsupport,ensuringacohesivedigitalstrategy.

JUNIORTEAMJUNIORTEAM

ADVISORYMANAGEMENTAMMANAGEMENT

IDENTIFY

Thetime-

consuming,mundane&repetitive

Thecreative,nuanced

&missioncritical

Thetime-

consuming,mundane&repetitive

Thecreative,nuanced

&missioncritical

The

impossibleorinfinite

withcurrenttools

The

impossibleorinfinite

withcurrenttools

TECHCOMMITTEE

COALESCE

Clearexplanationoftimelines

tofeasibilitytomaintainengagement

Prioritisetransferableoverlappingtasks

CTOTEAM

Tasks

deprioritised

ATTAINABILITY

untillimitationsovercome

What’spossiblewithcurrenttechnology

STRATEGY

Driveadoptionandlong-termstrategy

SENIORLEADERSHIP

TasksprioritisedforhumanfocusTasksprioritisedforAIaugmentation

GP.Bullhound

10OURINITIALWINS

Theinitialwins

Thetoolsthatworkedwiththestateoftheartatthetimeandprovidedthemostvalue

Maintainingstakeholderengagementrequiredabalancebetweenimmediateresultsandlong-termvision.Thestrategyfocusedondeliveringquickwinsbyaddressinghigh-friction,repetitivetasksthatwereslowingdownteams.Earlyautomationeffortsledtonoticeableefficiencygains,buildingconfidenceintheinitiative.Simultaneously,astructuredlong-termroadmapensuredthatAIcapabilitieswereintegratedprogressively,preventingdisruptionwhilekeepinganeyeonemergingopportunitiesforfurtherinnovation.

THEEXTERNAL

Aclientengagementtoolwhichusually

requiredhourstoafulldayofmanual

workandresearchhasbeencuttoa

fraction.Notonlyhasthisreducedthetimespentbyjuniorteammembersonquite

repetitive,menialworkbuthasledtoour

ownminorcaseofJevonsparadox.Withanincreasingnumberofteammembersofallsenioritylevelsusingitfortheirownclientengagementorpersonalresearchtasks.

THEINTERNAL

Toreducethefrictionofnavigatingmultipledatasilos,avoidingduplicatedwork

acrossmultipleisolatedgeographiesandensurethatallrelevantdataisavailable

toeveryoneondemandwebuilta

conversationallybaseddocumentretrievaltool.Theeffecthasshownasignificantly

reducedtimespentsearchingthroughfilesandhasincreasedthere-useoftailored

material,reducingworkloads.

THEIMPOSSIBLE

Thetoolsnowavailableandtheflexibilityofourtechstacksnowmeansthatweareabletoanalyseandprocessourclient’sdatathatwasimpossiblebeforehand.Thishastakenusfroma0to1scenariothathasdelightedourclientsandallowedustodriveeven

morevalueforthem.

THEVALIDATOR

Atoolthatbringsallthedatatogether

fromallthedifferentsourcesand3rdpartyplatformsthatweuse.Reducingfrictiontoensurehighqualitydatacapture,making

surethateveryrelationship,interactionandeventistracked.Sothattrendsandinsightscanbeeffectivelygeneratedinthefuture.

WEARETACTICALLYINTEGRATING3RDPARTYTOOLS

Wenowhavetheidealinfrastructureinplacethattheadditionofcarefullyselectedexternaltoolswhichcanenhanceourproductivity,insteadofcreatingevenmoresilosandcomplexity.Throughintegrationwithourowndatalakethatactsasafacilitator,dataconnectorandbyparingwiththeValidatorwecanensurethatanynewtooladdsanextralayeroffunctionalityorknowledgewithoutcreatingunnecessarynoiseordilutingtheusefulinformation.Asanexample,we’renotgoingtowriteourowntranscriptiontoolbutfindthebestonethatfitsintoandsupplementsourstack,enrichingthedatathatwealreadyhave.

GP.Bullhound

11

ENGAGEMENT+ADOPTIONINSIGHTS

EngagementInsights

Comparingtoexternalresearchtothecontrarywehavebeenamazedbythelevelofengagementourtoolshave

Totrackprogressandensurethetransformationwasontherightpath,GPBullhoundcloselymonitoredengagementandadoptionmetrics.Datawascollectedonhowemployeesinteractedwiththenewsystems,andregularfeedbackloopswereestablishedtorefinetoolsandprocesses.Usagestatisticsdemonstratedincreasingadoptionrates,whichvalidatedtheinvestmentinmodernization.Theseinsightsalsohelpedfine-tuneAIapplications,ensuringtheymettheactualneedsofusersratherthanbeingperceivedasunnecessarytechnologicaladditions.

PROPOTIONOFFRONTLINESTAFFTOTALQUERIES

70%

65%

59%49%

17%

15%

9%

Jul-24Aug-24Sep-24Oct-24Nov-24Dec-24Jan-25

JuniorTeamMid-levelTeamSenior*

PRODUCTIVITYTOOLS

RETRIEVALTOOLS

INSIGHTTOOLS

Thebreakdownofusagestrikesaninterestingpictureontoolengagementandshowsthetypeoftasksthateachcohortundertakes–juniorsuploadandgivecommentaryaroundthedataandseniorsinteractandengagewithitseekinginsightsquickly.Theuploadingandcommentaryprovideddoesnotgetcapturedhere,soengagementwiththetoolsinprovidingdatainthebackendforitcannotreallybemeasuredwhichmaypartlyexplainwhyintotalqueriesthemostjuniorstaffmembersareunderrepresented.However,itseemsthatthetotalqueriesfromallourAItools,almostexactlymapsthequeriestoourinsighttool,whichlendsitselftoquickinformationretrievalandthesortoffast(onthespot)informationthataseniordealmakermayrequirewhen,forexample,onacallwithaclient.Whereaslookingattheretrievaltool,thebreakdownofusageismuchmorebalancedwitheveryonebenefittingfromeasy,conversationalaccesstopriormaterials.Theproductivitytool,completelyflipsthepictureandshowsadominationofusagefromtheJuniorteamwhoareactivelyengaginginthetoolsthatalleviatethelessengagingpartoftheirwork.

*excludingManagingPartners

GP.Bullhound

12ENGAGEMENT+ADOPTIONINSIGHTS

Realsuccessisshownbeyondadoption

Notonlyhaveweseensolidengagementbutthishasfilteredintoreal,measurableproductivityimprovements

Whilststillearlyinourjourneyandoperatingwithasmalltechteamwehavemanagedtoseesignificantproductivityimprovementsinalltheareasthatwehavefocusedon.Thishasgiveneveryonetheconfidenceanddrivetogofurther,withthetechteamreceivingactiveengagementfromacrossalllevelsofthefirmtosuggeststoolsthatcanimproveefficienciesintheirownwork.Byfindingthetoolsthatenhanceeveryone’sworkingexperience,freeingtheirtimetofocusonthemorecriticaltasks,wehopetoperpetuatethisfortuitouscycleofhighengagementandimpressiveproductivitygains.

IMPLEMENTATIONOFTHEEXTERNAL(CLIENTENGAGEMENT)TOOL

TASKCOMPLETIONTIMEOUTPUTSMADE

12hours

-98%

15minutes

313

10*

Timetakenbefore

Timetakenpost

Preceeding

6months

toolcreated

toolcreated

6months

afterlaunch

~30%

self-reportedimprovementingeneralproductivityfromtestgroupintrialsof3rdpartyAItools

WEHAVE31XTHEOUTPUTWHILSTSPENDING0.65XLESSTIMEONTHEWORK

10x

speedimprovementindocument&

materialdiscoveryafterRetrievaltoolimplementation

5.8bn

recordsprocessedbyournewspecialopsdatateamforonepitch.Theteamworkshandinhandwithbankers,enablingthemtoworkwithdatasetstheypreviouslycouldnotaccessatall,translatingbusinessrequirementsintocode.Resultscannowbedeliveredindaysthatwouldnormallytakeweeksoroveramonthfromexternaldataservicesteams

*Managementestimates

GP.Bullhound

13

ASTHETECHGROWS,SODOTHEOPPORTUNITIES

Thetechhasimproved,sohaveouropportunities

We’rejustgettingstartedinbecominganAIpoweredorganisation

ThearrivalofChat-GPTgaveustheimpetustoaccelerateour,alreadyinmotion,digitalisationjourney.Whilstthenewchatbotsparkedafuroreofexcitementonthepossibilitiesoftechnology,itsrealbusinessusecaseswerequitelimited.Highcosts,ratesofhallucinationsthatmadeoutputunreliable,andalowleveloftechnologyliteracyamongstthecommunitymeantthatintegrationintobusinessworkflowsprovedchallenging.Whatitdidsignal,however,wastheneedforbusinessestoprepareforthefutureexponentialimprovementsahead.Asafirmweensuredtomakeourselvesasreadyforthecomingwaveaspossiblebyacceleratingourdatainfrastructureimprovementsandfocusingourstrategy.

Duetothis,theinitialphaseofourAIstrategyfocusedonacceleratingaccesstocriticalinformationbyimplementingdatacentralization,advancedprocessing,andintelligentretrievaltechniques.Bybreakingdowninformationsilosandstreamliningsearchability,weensuredthatteamscouldquicklyaccesstheinsightstheyneeded,improvingbothefficiencyanddecision-making.

Inparallel,wetargetedkeyoperationalbottlenecks—time-consuming,repetitiveyetstraightforwardtasksthatdrainedresourceswithoutaddingstrategicvalue.TheseareasprovidedanidealbattlegroundforAI-drivenautomation,enablingustofreeupvaluablehumancapitalforhigher-impactwork.

Withthissolidfoundationinplace,wearenowpoisedtotakeAIadoptiontothenextlevel.TheemergenceofadvancedAIreasoningmodelsopensthedoortotacklingmorecomplexbusinesschallenges,allowingustodriveautomationbeyondroutinetasksandintohigher-orderproblem-solving.ThisshiftmarksthebeginningofanewerawhereAInotonlyacceleratesworkflowsbutalsoenhancesstrategicdecision-makingacrosstheorganization.

GENAITIMELINE

ChatGPTreleased

ChatGPT4releasedhallucinationscomedown

Reasoningandchainofthoughtisthenewfrontier

Costofthought

plummetswiththereleaseofDeepSeek

BUSINESSCONSIDERATIONS

Modelhallucination

toohighforbusiness-criticaltasks

Contextualsearchandsummarisationtasksideal

Complextaskscomeintosight,costof

computefartohigh

Theyearofthe

agentskicksoffandalotmorecapabilitiescomeintoscope

GPBULLHOUNDTIMELINE

Acceleratedata

architecturebuildout

刀Syntaxbaseddocument

retrievaltoolbuild

Reliableclient

engagement

andmultisourcesummarisation

Focusonhigher-orderproblem

solving,helpgivemoresupporttojuniortasks

Whilsttheprocesswewentthroughwasimportant,thepeople,ethosandculturewascrucial.IfweconsiderEverettRogers’DiffusionofInnovationsitwasincrediblyimportantforustoempowerour“Innovators”tospeakopenlyaboutnewtechnologiesthattheyareexcitedaboutforthebusiness.However,theycaneasilybeleftisolatedifnotsupportedbyseniormanagementwhoareeitherthemselveslateinnovatorsorveryearlyadopters.Globalfirmuptakecannotbeexpectedtobesuccessfulwithouttheseleaderswhoarethemselvessuperusersofthetechnology.Theycanthenpushitsimplementationfromthetopdown,knowingtheextentofitscapabilities.Thus,inspiringthosewhoembracethetechnologyandpushingtheotherstoincorporateitintotheirwork;withthepowertoremoveblockersandforcethroughsolutions/workaroundstopotentialgovernanceorregulatoryissues.

GP.Bullhound

14INTEGRATINGAIINTOBUSINESSSTRATEGY

Actnowandthecompoundingwillpropelyouahead

It’snotcertainthatallhumanswillbereplacedbyAI,butAIpoweredorganisationswilldefinitelystealmarketshare

WestartedthisreportwiththeviewfromAaltouniversityresearchthatthevastmajorityofcompaniesareunabletoseeanybenefitsfromimplementingAI.Whilstbusinesswhicharestrugglingcanfeelsafethatthey’renottheonlyones,thiscangiverisetoafalsesenseofsecurity.Belowwehavemodelledasimplethoughtexperimentwheretwocompanies,amarketleadingincumbentandanimblechallenger,arebothseeing~30%ofproductivitygainsasaresultofAIimplementation,howeverwiththechallengerseeingwideradoptionofthetoolsacrossthewholefirm(similartoourownlevelsinthefirstyear).Thecompoundingeffectofthisimprovedproductivityandtheextraoutputtheteamcouldintheoryproduce,wouldresultinthecumulativeamountofoutputfromthechallengerexceedinganincumbentwhichstarted10timesasbigbythe7thyear.

Evenwithouttheillustrationfromthissimplecase,theexcitementandhypearoundAIstemsfromit’spotentialtoboostandenhanceproductivity.Thus,companiesshouldbepushingashardaspossibletofindwaytoboostadoptionandgetaheadofthecompetition,becausetheultimateprizetheyarecompetingforiskeepingtheirteaminjobs.Inaworldwheremachinescanreplacehumans,thehumanswhouseAIthemostandintegrateitthefastestwillstealmarketshare.

THEORETICALCOMPOUNDINGOFACHALLENGERWITHHIGHAI

ENGAGEMENTAGAINSTASLOWTOIMPLEMENTINCUMBENT

98%

98%

98%

98%

80%

98%

90%

98%

98%

Relativemarketshare

Challenger

90%80%

70%

70%

60%

50%

Incumbent

40%

30%20%

10%

12345678910

Years

●AIAdoptionIncumbentAIAdoptionChallenger

KEYSUCCESSCRITERIA

Empoweredandconfidentinnovators*whocanactasthecanaryfornewopportunities

Partsofseniormanagementthemselvesmustbeeitherlateinnovatorsorveryearlyadopters*

7Theycanthenforceorbangthedrumfortherestofthefirm'sfrontlinestafftobelateearlyadopters,thenoperationstobepartoftheveryearlymajority

BoardshouldinitiallybelessfocusedonAIstrategyofseniormanagementandmoreobservantofwhichtoolstheleadersthemselvesareusing,aretheysuperusers?

Complianceandregulatoryfunctionsshouldbeproactive,flexibleandsolution-orientatedtoavoidbeingblockerstoimplementationbuttoensurerole-outdoesnotcompromisecompaniespositioning

*FromEverettRogers’DiffusionofInnovationstheory

ABOUTGPBULLHOUND15

AboutGPBullhound

GPBullhoundisaleadingtechnologyadvisoryandinvestmentfirm,providingtransactionadviceandcapitaltotheworldIsentrepreneursandfounders.

Foundedin