In a controlled field experiment, startups that redesigned end-to-end workflows around AI generated 90% more revenue than equally equipped peers that used AI mainly to speed up individual tasks.
Your research-backed argument about workflow redesign vs. task optimization is crucial. In LATAM, the challenge is amplified: many organizations still haven't mapped their fundamental processes, so when they introduce AI, they're automatíng waste at scale. The 90% revenue lift in your study hinges on organizational readiness to redesign. How are you seeing organizations that lack mature process documentation approach this? Should companies build process intelligence first before deploying agents, or can workflow redesign happen in tandem with AI adoption?
Agree the shift is structural, not technological. But framing it around 'process' and 'agents' may be the next bottleneck.
The goal is absorbing more variation at lower cost. That points toward organising around problems rather than processes—human-AI assemblages where automation handles patterned work and humans handle exceptions, resolving the problem via interactions with other entities.
This would mean that the biggest opportunities are not within the firm at all. They're at the boundary between firms. Think Australian Super: $500M a week flowing through a small coordinating entity, with nearly all work outsourced. The 'human glue' there bridges legal entities, not internal systems. Nobody owns the seam, so nobody redesigns it. That's where the value is.
Love it!
Your research-backed argument about workflow redesign vs. task optimization is crucial. In LATAM, the challenge is amplified: many organizations still haven't mapped their fundamental processes, so when they introduce AI, they're automatíng waste at scale. The 90% revenue lift in your study hinges on organizational readiness to redesign. How are you seeing organizations that lack mature process documentation approach this? Should companies build process intelligence first before deploying agents, or can workflow redesign happen in tandem with AI adoption?
Agree the shift is structural, not technological. But framing it around 'process' and 'agents' may be the next bottleneck.
The goal is absorbing more variation at lower cost. That points toward organising around problems rather than processes—human-AI assemblages where automation handles patterned work and humans handle exceptions, resolving the problem via interactions with other entities.
This would mean that the biggest opportunities are not within the firm at all. They're at the boundary between firms. Think Australian Super: $500M a week flowing through a small coordinating entity, with nearly all work outsourced. The 'human glue' there bridges legal entities, not internal systems. Nobody owns the seam, so nobody redesigns it. That's where the value is.