I think that in the conversations between Jeannie and her team, there seems to be a lot of narrow or technical conversations that Jeanne, as CEO, has the responsibility of bringing upwards towards the overarching business side of things. I agree with Jim Lecinski that this needs to be framed as a larger business decision centered on a core challenge that they are trying to resolve. If the big leap to Gen-AI is this divisive already within her team, then she should ask for a prioritized list of options to resolve the core challenge that may be more manageable and less divisive than a whole Gen-AI overhaul. (Aka she should wait.)
Given the resistance both internally and externally to the Gen-AI switch, I don’t believe that Jeannie has a strong enough case to make for the switch that will change any minds since John gave his pitch – there is no new positive evidence and in fact a key client has stated a preference against Gen-AI. It doesn’t seem to be the case that PulsePoint Solutions has enough industry robustness or heavy enough wallet to make the top staff ready to push unconventional and innovative solutions. Besides considering what core challenge they’re trying to solve and the whole menu of solutions for the challenge, when they eventually have to answer the AI chatbot question, they should consider what other areas might be good to launch A internally first, what are the considerations that their direct competitors are making with regards to implementation of AI, and which of their clients will stay/what clients they can attract by leading the AI wave, amongst many other considerations.
