Sushanth (Shushant) Raman

speaker

542 appearances 1 recordings 1 series first heard Jul 2026 last heard 22 Jul

Sushanth (Shushant) Raman’s voice in public audio — every appearance, attributed to the second.

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recordings per month · last 12 months

Recordings per month over the last 12 months — 1 in all, peaking in Jul 2026 with 1.

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How I Invest with David Weisburd · E406: Why AI Won't Transform Most Enterprises for 10 Years · 22 Jul 2026 podcast

It's not like you can go like, there's an AI person, you take care of AI.

It's like you yourself have to make this a part of your job and you have to culturally reward, push top down, keep reinforcing the urgency because there's going to be a lot of resistance in your organization and only people with power can navigate all of the various paths of resistance from procurement to legal to SOP documentation.

There's like so much that has to happen.

So that's why there has to be strong top down buy-in.

to unpack that a little bit more so it's not that technologically you can't have a head of ai or somebody implementing systems it's that the incentives must start at the ceo level whether or not technologically they're actually involved in that they have to be technologically involved because like if they're not why is that because i think firstly people pay attention to that like if you yourself are involved in the details everyone in the company thinks of it seriously there's some cultural you're culturally setting the example

Secondly, you need to know what's possible to automate and you have an opinion.

So you can call bullshit when someone's trying to, when there's internal issues, there's always going to be internal issues that happen.

Like someone's going to push back.

Someone's going to say it's not doable.

Someone's going to say we should build versus buy.

And you'd have an opinion on when to tie break.

Thirdly, I would say that even if you have a head of AI, that person has to work with so many business stakeholders to get something done.

Legal, your finance team.

the operations leaders, and there's only very, very few people in the organization that have the ability to override a lot of those decisions and kind of drive change.

And that has to be someone with sufficient power.

So when you look at those factors, you can't just delegate this stuff.

You have to be involved in the details.

I don't know if it's that like someone's like, I don't believe in the technology.

I think it's that people are like, yeah, yeah, yeah, it sounds great.

But when it comes to changing your behavior, that's really hard.

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