Person
1 episodes · 18 quoted claims
Nigel Vaz says AI is reshaping how businesses create and deliver value, much as the internet did in the 1990s.
“where AI has been talked about as a technological trend, but it fundamentally is reshaping how businesses create and deliver value, much like the internet did i in the 90s.”
Nigel Vaz gives an example of a strategic question companies are asking: whether AI can cut a car redesign from 18 months to 18 weeks.
“can you take a car that would take 18 months to redesign and and bring that down to to kind of 18 weeks?”
Nigel Vaz describes a staged approach in which a company applies AI modernization to one older, hard-to-change application before extending the approach across the organization.
“So maybe we'll take a functional area, um, which is an older application that's difficult to change, that's harder to move, and we will deploy an AI modernization effort on that area of the business.”
Nigel Vaz gives cost per release, cycle time per feature and defect escape rate as examples of small unit metrics for tracking technology strategy.
“What is the cost per release? What's the cycle time for for per feature? What's the defect, um, escape rate, you know?”
Nigel Vaz cites improving retail basket sizes with predictive analytics on what a customer has in their basket as an example of connecting data to create value.
“Whether it's in the context of, you know, improving basket sizes, uh, in a retail context, by using predictive analytics on what's in that basket.”
Nigel Vaz says some companies are speeding up drug discovery by exploring areas adjacent to their main research and reusing data from previous failed trials.
“accelerating the process of drug discovery by looking at adjacencies to the primary areas o- of of research that the company's focused on, um, leveraging all of the data sets from previous failed trials.”
Nigel Vaz says that in the late 1990s and early 2000s, Cisco was among the most valuable technology companies because the internet was then about moving packets faster between organizations.
“When the most valuable technology companies in the late 90s, early 2000s were companies like Cisco.”
Nigel Vaz says his company built some of the first online banks and systems that let airline passengers pick their own seats.
“and we were a company that built some of the first online banks and and allowed you to pick a seat on an airplane.”
Nigel Vaz says seat selection, once an online innovation, now generates one of the largest revenue streams for airlines because passengers pay to pick a seat.
“It also means that it creates one of the largest revenue streams for an airline today, where people are willing to pay for the privilege of picking a seat, right?”
Nigel Vaz says a company that claims to protect customer data but lets employees use AI tools outside a sandbox is contradicting its own policy.
“Saying we actually want to protect our customers data, but then allowing your employees to experiment on AI tools that are not in a sandbox, which is a pretty basic example”
Nigel Vaz describes customer service staff pasting customer questions and details into public AI chatbots when internal systems make information hard to find, which exposes the data.
“And they simply copy that question, stick it into a public, um, AI chatbot and ask the question, sharing perhaps some of the information the customer's given them”
Nigel Vaz says data sovereignty and geographic considerations in AI governance are becoming more important as the geopolitical landscape shifts with tariffs and other changes.
“Um, what are the geographic considerations in the context of sovereignty around, uh, AI and data governance, uh, which is becoming an important consideration”
Nigel Vaz says AI systems are only as good as their training data, so organizations serving vulnerable communities must check that data for bias first.
“Because we should all be clear, AI is only as good as the data that it's trained on.”
Nigel Vaz describes the progression of generative AI from chat to reasoning models to practical agents, with AI coworkers expected next.
“You know, we started with chat, right? And then we saw reasoning models, um, start to evolve. And now we are in a world where we're starting to see agents, you know, very practically.”
Nigel Vaz describes Publicis Sapient as both an enterprise AI technology company and a services company.
“you know, we as a business are an enterprise AI technology company, in addition to, you know, a services company, right?”
Nigel Vaz says Publicis Sapient uses the title 'people success leader' for its human resources leader, a person whose job is to make people successful.
“as we call it in in Sapient, a people success leader, somebody whose job it is to make people successful”
In Nigel Vaz's automotive example, adding a reversing camera would raise a model's price too high for the Malaysian market, which showed why optional variants were needed.
“okay, if we add this camera that allows you to reverse, uh, you know, now that means, uh, the cost from Malaysia, which is a big audience, suddenly becomes too high”
In Nigel Vaz's automotive example, the carmaker designed the dashboard with or without a camera to create optional variants that fed into supply chain sourcing and pricing.
“we can start to design the dash with or without a camera so that there's optional variants created?”