UChicago alum John Jumper shares Nobel Prize for model to predict protein structures - University of Chicago News
UChicago alum John Jumper shares Nobel Prize for model to predict protein structures University of Chicago News
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The trust gap: Why your operating model is the biggest risk to your AI strategy
Scaling artificial intelligence (AI) from experimental pilots to integrated enterprise capabilities remains an arduous task for large, legacy organizations. Despite billions in investment, MIT’s NANDA report indicates a stark reality: “95% of organizations are getting zero return” on their AI initiatives. While data science teams focus on perfecting algorithms, a more dangerous gap is emerging for the business leaders and CIOs, a “trust gap” that keeps advanced capabilities trapped in pilot purgatory. The problem is rarely the technology itself. As many IT leaders find, they may have AI models coming out of their ears, yet almost none are in production because the organization does not trust the autonomous output. This lack of trust stems from a structural mismatch: our inherently static e
Exceptional IT just works. Everything else is just work
This article is unusual. There is no “one simple trick,” nothing Steve Jobs said, no savior message to make you feel important. It will only challenge you to accept what we already know. To avoid confusion: What is IT? For this article, IT is strictly an internal organizational function, not a service provider or consultant. The business of IT has little in common with the function of IT. What is success? Success is when the IT function is recognized objectively (utility) and subjectively (value) as a value-center, a competitive advantage to be leveraged, an investment to be maximized. How? Create capability, eliminate effort… everything else is overhead. Without this principle, our work may be useful and valuable, but we can’t create utility or value. A Caution: Do not confuse personal su
The CIO’s new job description: Chief transformation officer
I’ve been in this industry for 32 years. I’ve watched the CIO role evolve from “keep the servers running” to “align IT with business strategy” to “drive digital transformation.” Each of those transitions took roughly a decade to complete. This one is happening in months. The arrival of enterprise AI has compressed the CIO evolution timeline in ways none of us expected. Two years ago, most CIOs I talked to were managing cloud migrations and modernizing legacy systems. Important work, but familiar work. Today, those same CIOs are fielding calls from every business unit leader in the company, all asking some version of the same question: “What’s our AI strategy?” And here’s the thing nobody tells you about that moment: The question isn’t really about AI. It’s about whether the CIO can lead th
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