Mike Raker

All customers' missions are unique, but the blind application of technology, just because it's better technology, it very rarely works.

All customers' missions are unique, but the blind application of technology, just because it's better technology, it very rarely works.

It needs to actually be solving a problem. And I see this so much with AI implementation. I am a customer experience consultant myself, and I have clients who say, we need to use AI. And it's like, for what?

It needs to actually be solving a problem. And I see this so much with AI implementation. I am a customer experience consultant myself, and I have clients who say, we need to use AI. And it's like, for what?

It needs to actually be solving a problem. And I see this so much with AI implementation. I am a customer experience consultant myself, and I have clients who say, we need to use AI. And it's like, for what?

Yeah, why? What are you trying to do? What's the problem? What's the question?

Yeah, why? What are you trying to do? What's the problem? What's the question?

Yeah, why? What are you trying to do? What's the problem? What's the question?

What's the problem? Yeah, exactly. I mean, when you think about... people that you work with, companies or organizations that you're working with who are really craving more innovation. What is one lesson or tip you would give them as they're really working to be more innovative if you were to kind of sum it up for us?

What's the problem? Yeah, exactly. I mean, when you think about... people that you work with, companies or organizations that you're working with who are really craving more innovation. What is one lesson or tip you would give them as they're really working to be more innovative if you were to kind of sum it up for us?

What's the problem? Yeah, exactly. I mean, when you think about... people that you work with, companies or organizations that you're working with who are really craving more innovation. What is one lesson or tip you would give them as they're really working to be more innovative if you were to kind of sum it up for us?

Certainly at scale, I think one of the things that gets tried too often is manufacturing innovation. It's hard to do. It's impossible to do. There are ways that you can set you as a technology leader. You need to set the conditions through your organization, culture and other elements to make sure the ecosystem for innovation is there.

Certainly at scale, I think one of the things that gets tried too often is manufacturing innovation. It's hard to do. It's impossible to do. There are ways that you can set you as a technology leader. You need to set the conditions through your organization, culture and other elements to make sure the ecosystem for innovation is there.

Certainly at scale, I think one of the things that gets tried too often is manufacturing innovation. It's hard to do. It's impossible to do. There are ways that you can set you as a technology leader. You need to set the conditions through your organization, culture and other elements to make sure the ecosystem for innovation is there.

It needs to have the scaffolding around it to allow it to proliferate. But within those bounds, you need to empower individuals in the organization to innovate because they're the ones that know the technology better than anybody else. They're the ones that know the mission better than anybody else. And that is how you move faster, but how you move faster continuously.

It needs to have the scaffolding around it to allow it to proliferate. But within those bounds, you need to empower individuals in the organization to innovate because they're the ones that know the technology better than anybody else. They're the ones that know the mission better than anybody else. And that is how you move faster, but how you move faster continuously.

It needs to have the scaffolding around it to allow it to proliferate. But within those bounds, you need to empower individuals in the organization to innovate because they're the ones that know the technology better than anybody else. They're the ones that know the mission better than anybody else. And that is how you move faster, but how you move faster continuously.

And I think that's one of the things I've tried to bring to every organization that I have is set those conditions for organizational success, not a top-down directional, thou shalt do this, go do AI, try and manufacture innovation because it never works.

And I think that's one of the things I've tried to bring to every organization that I have is set those conditions for organizational success, not a top-down directional, thou shalt do this, go do AI, try and manufacture innovation because it never works.

And I think that's one of the things I've tried to bring to every organization that I have is set those conditions for organizational success, not a top-down directional, thou shalt do this, go do AI, try and manufacture innovation because it never works.