Context, Control, Collaboration: Why Capability Was Never the Bottleneck
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If you are not in the details around what is the existing process, then you could be extremely successful automating your workflow. And what you may find is that all you really did was automate mediocrity and you didn't get the full outcome of what's there.
Welcome to the Talking AI Podcast, where we talk AI with both experts in the field and early adopters. I'm your host, Matt Page, and we're here to demystify AI for you so you can get some value from it. Let's talk some AI. Here's an idea most enterprises still haven't accepted. Your AI isn't underperforming just because the models aren't good enough. It's underperforming because of how work is structured around it. Messy workflows, scattered data, no clear governance. Drop even the best tools on top of that and it struggles. And piling on more tools can make things worse, not better. And Tom Scott has a rare view of this playing out as the CEO of Wrike. He sees how AI is actually landing inside 20,000 plus companies
organizations from NVIDIA to Jaguar to Land Rover, all while in reinventing his own 20-year-old company in real time. And his case is simple. Capability was never the bottleneck. It's context, control, and collaboration. But Tom, welcome to Talking AI.
Hey, thank you for having me. Looking forward to the conversation.
Yeah. And I want to jump right into this. The models are better than ever to the point where you have the US government pulling back Fable and then we got a taste of it and it goes away in a day by the time it doesn't go away, which you'll be metered for using it. But the models are better than ever. So why aren't there still companies struggling to get value from it? And I don't know if it's value, but I feel like it's value outside of like individual silos of people is what I've begun to notice.
I think it's because when you really step back and you think about what is happening here, this is transformation writ large. And transformation is never just about the capability of the technology. It always comes down to the people, the process, and the tech. And the thing that is really unique about the moment that we're all having right now is it's being experienced by pretty much everyone at the same time. Prior technology waves played out in more of a wave-like fashion where you had the technology adoption curve, where you had the early adopters, you had mainstream, you had the late adopters coming out, so people had time to be able to absorb the change. Instead, what's happening is we're all collectively having this conversation about the technology
all while our people and processes are trying to catch up at the same time. And that's creating a lot of the friction that you're referring to in terms of how do you create that sort of recurring value that happens at scale and not just within an individual or a team silo.
Why do companies struggle to turn great AI models into repeatable business value?
Yeah, and we have the early adopters, their heads are spinning with everything going on. The late majorities, what the heck, I'm not ready yet. And the laggards are just freaking out, I feel, in a big way. And it's the seminal book, Innovator's Dilemma by Clayton Christensen. It's like, just go back to that. I think so many organizations are, are facing this right now. But you talk about three different terms around this context, control and collaboration. And besides the fact they all start with C's, why do you think these are such important elements when it comes to enterprises and companies actually starting to get value from AI?
So context, control and collaboration is the way we at Wrike talk about the value of our platform in the era that we're in right now. And if you step back and you quickly define what those terms mean, I think context is pretty uniformly understood that the more specificity to whatever the topic at hand is, in a pre-AI era or in the current era, the better grounded you are in terms of the decision-making around that. And the platform we built here at Wrike was always about gathering context to improve decision-making. But I'd say everyone's got a pretty good understanding of context.
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