The Frontier of Human-Technology Experiences for an Organisation

The customer is at the heart of an organisation’s decision making. Any attempt at building human-machine intelligence system / capability needs to always put the customer first.
It is the context in which the customer engages with products and services that one seeks to build something unique. So thats the background and perhaps a truism.
One needs to consider the following
A – Clarity
B – Capability
C – Creativity
A – CLARITY
Intent – any activity such as this will certainly need to scale. An initiative like this needs clarity of intent. One may have a fuzzy starting goal and that’s fine. The intent should be kept in mind as more data or expertise emerges. What is it that we are really building?
Commitment – Fuzzy projects are also not for the faint hearted. A commitment to see it through with appropriate guidance and resources. More so in the difficult stages. It is key to long term viability.
Processes that measure and chart ongoing improvements will certainly test the capability of the wisest leader. How does clarity of intent guide the ongoing enhancements of the mission- from a fuzzy test bed to world class infrastructure?
B – CAPABILITY
Infrastructure – An organisation cannot start such an initiative with half baked starting data or infrastructure. The leader must understand the absolute minimum required for the organisation to start this initiative. It is not just the hardware, it’s algorithms, processing capability and much more.
The team will be multi functional, multi disciplinary with an interesting mix of data scientists, domain experts, product specialists, futurists, philosophers, psychologists and much more. It brings the cultural challenge of different personalities, skill sets working towards an initial fuzzy goal to something more specific later. Timing is everything! Knowing about need and finding the right talent at the time it is needed will be absolutely critical.
Responsiveness is an inherent aspect of this initiative. This is apparent however, fuzzy projects vs specific projects with defined short term outcomes will test the leaders decision making. A longer term horizon is needed. How does the leader define longer term?
C – CREATIVITY
So an insight has been developed, what does the organisation do with it to make experiences more relevant to customers?
Over time new skills and industry contexts will become a necessity.
How does this impact the project?
What will bring these people on board?
What will create new product categories or completely rework the guiding principles of an organisations decision making / experience?