Ludicrous Speed IT

In the not-so-distant past, the paradigm of 2-speed IT (Greg Smith, Atos Consulting 2014) emerged as a guiding principle for navigating the complexities of digital transformation. The dichotomy between traditional operational approaches and the agility demanded by the digital realm prompted organisations to embrace a dual-speed strategy. A few years later, Rob (Rob Price, Worldline 2016) wrote about a perceived evolution to three-speed, recognising that we were beginning to bridge between the two, apply Digital Speed concepts – automated testing, for example – to legacy technologies. However, as the digital landscape hurtles forward at an unprecedented pace, a new paradigm is emerging—one that scoffs at the notion of a two-speed, or indeed three-speed, dichotomy. Enter Ludicrous Speed[1], a concept that challenges the very foundation of measured progression. In a world where agility isn't just an advantage but a survival mechanism, Ludicrous Speed seems an entirely reasonable term for the current rates of progress around AI, and specifically Generative AI[2]. In this article, we explore the audacious embrace of Ludicrous Speed, dismantling the traditional two-speed model and venturing into a future where velocity is not just an aspiration but an imperative. The question we ask is, how can we possibly keep up?

In the era of 2-speed IT, organisations grappled with the widening chasm between the voracious appetite of business needs and the often sluggish response of traditional IT functions. The promise of Digital Speed emerged as a beacon of progress, pledging agility and innovation in the face of accelerating demands. Yet, the stark reality reveals a disheartening statistic—only 13% of Digital Transformation endeavours are deemed successful in terms of the realisation of expected benefits. So if we struggled so much to succeed with Digital, what hope do we have as move into the era of Ludicrous Speed? Ludicrous Speed presents a formidable challenge—how do we keep up in a world where component parts become obsolete in months? weeks? days? How do we make investment decisions when the very organisations that innovate are disrupted with the next tranche of technology, before they really started to get going with the last?

Amid the chaos, the thought occurs that perhaps Ludicrous Speed can also serve as our guide, an expert force to help us navigate the tumultuous waters of constant change and derive meaning from the seeming disorder that now surrounds us.

?In the dynamic realm of Ludicrous Speed, forging a resilient IT strategy for an enterprise must necessitate an agile approach with a focus on embracing both AI and Generative AI solutions. The cornerstone lies in adopting the most open and adaptable architectures, allowing for the seamless integration and evolution of a continued stream of new AI technologies. Modularity becomes paramount, enabling organisations to swiftly incorporate cutting-edge AI advancements without disrupting the entire system. Long-term commitments should be approached judiciously, especially in the swiftly evolving landscape of AI vendors. The top three recommendations for a future-proof AI-centric IT strategy might include

• fostering a culture of continuous learning to stay abreast of emerging AI trends
• cultivating collaborations with agile AI solution providers, and
• prioritising robust cybersecurity measures tailored to the specific challenges posed by AI integration.

Conversely, organisations should avoid the pitfalls of underestimating the rapid evolution of AI technologies, failing to invest in AI talent and training, and neglecting the ethical implications of AI deployment[3]. Crafting an AI-centric strategy not only ensures resilience in the face of Ludicrous Speed but also positions organisations to harness the transformative power of AI for sustained innovation and competitiveness.

In the current landscape, advancements in Natural Language Processing (NLP) and the refinement of large language models have facilitated efficient access to an organisation's wealth of knowledge, encompassing documents, videos, marketing content, and audio. This progress signifies a breakthrough in addressing the historical challenge of comprehensive knowledge dissemination. Rather than a mere tool, this technological capability acts as a practical asset, supporting and enhancing employees' effectiveness, productivity, and decision-making skills. Whether navigating bidding processes, optimising websites, or crafting thought leadership and marketing materials, organizations now possess the tools to convey their stories with precision and impact, significantly elevating their communicative prowess.

Indeed, the augmentation of employees through advanced technologies extends beyond streamlined access to knowledge. One significant avenue is the potential for these technologies to provide expert advice in real-time, fostering a culture of self-sufficiency within teams and organisations. By offering on-the-spot insights and guidance, employees can make informed decisions without unnecessary reliance on external advisors, consultants, or specialists. This not only expedites the decision-making process but also empowers teams to be more agile and self-reliant, reducing dependence on external expertise. Additionally, technologies can facilitate collaborative problem-solving, enabling teams to leverage collective intelligence and address challenges collectively. In doing so, organisations become more adaptable, efficient, and capable of navigating complexities with internal resources, ultimately optimising productivity and fostering a culture of continuous improvement.

The historical axiom of seeking advice from established brands like "you don’t get fired for asking IBM" is undergoing a transformative shift in the age of advanced AI. Picture a future where trust is not vested in the brand of a company but in the brand of AI itself—a dependable and impartial expert impervious to external influences. This evolution not only marks a departure from traditional reliance on corporations but also introduces the concept of AI as a team member[4]. With AI in the role of a consistent, always available expert, concerns about team availability or the experience level of individual members become obsolete. Organisations can now access on-demand, expert guidance, unhampered by constraints of team availability or potential inexperience, ushering in a new era of agility and efficiency in decision-making processes.

The emergence of Generative AI as a creator of expert advisors presents a unique dilemma. If we entertain the notion that these AI entities can potentially replace a substantial portion of what management consultants currently offer, it raises the question of seeking advice on this transformation from traditional management consultancies. The paradox lies in the fact that the very act of these consultancies providing accurate guidance on incorporating AI advisors could foreseeably lead to a scenario where their own relevance diminishes. In essence, it's akin to turkeys voting for Christmas. The natural instinct for self-preservation creates a potential conflict of interest, prompting organisations to consider seeking counsel from entities unencumbered by concerns of self-protectionism—organisations that prioritise the advancement of technology over safeguarding their traditional business models.

Navigating Ludicrous Speed demands a paradigm shift in how organisations approach change and innovation. Imagine having a trained AI that intimately understands the intricacies of an enterprise architecture—this AI becomes a strategic ally in the perpetual quest for adaptability. Such an AI could proactively recommend emerging tools in the marketplace, enabling organisations to stay ahead of the curve and maintain flexibility in the face of rapid change. Extending this concept to AI Change Consultants, organisations could benefit from AI experts guiding them through continuous change, offering insights, and optimising strategies. In this landscape, the most crucial AI experts to create at the outset might include AI Trend Analysts, tasked with staying abreast of emerging technologies; AI Integration Specialists, adept at seamlessly incorporating new tools into existing infrastructures; and AI Resilience Strategists, focused on fortifying organisations against potential disruptions in the face of Ludicrous Speed. The creation of this “AI dream team” positions organisations to not only cope with but thrive amidst the relentless pace of technological evolution.

In conclusion, the rapid integration of AI into organisational dynamics, especially Generative AI, heralds a transformative shift, challenging the traditional notion of timescales. The days of waiting for change are giving way to an era where adaptation happens almost instantaneously. However, caution is necessary when contemplating Ludicrous Speed, considering its original definition involving potential physical and psychological effects. Striking a balance is crucial to harness its benefits without succumbing to its extremes.

Amidst this rapid evolution, the question of how to effectively leverage AI for positive impact emerges. Empowering employees with the right tools and AI-driven insights becomes paramount. The goal is not just to cope with Ludicrous Speed but to utilise it as a force for positive change within the organisation. AI's ability to raise competency levels challenges the traditional consulting industry's dependency on incompetency for survival. What if AI becomes the catalyst for elevating the competency of every business, fostering a landscape where success is driven by continuous improvement rather than perpetual reliance on external expertise?

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If these concepts resonate and you wish to delve deeper into their implications or explore how they could specifically benefit your organisation, please do not hesitate to reach out. We welcome the opportunity to engage in further discussion at [email protected]. The future, as accelerated as it may be, is an exciting journey—one where AI augments human potential and reshapes the very fabric of how we navigate the challenges and opportunities that lie ahead.

This article arose out of recent conversations in Futuria about the current market seeming so fast, that we were in another technology age, Post-Digital perhaps. Having discussed the concept of Four-speed IT, the author felt in fact that the significance of what we are currently seeing is beyond an additive dimension, and was more fundamental across the entirety of the portfolio.

Hence Ludicrous Speed.

This article was written in collaboration with ChatGPT4.0. The author controlled the narrative and looked to the AI paragraph by paragraph to consolidate ideas and points into a cohesive starter for 10.?

[1] First coined in Spaceballs, “a?person?will travel at such high?speeds that it has a physical and/or psychological effect on?the person,?usually mutation or insanity”

[2] Note that in the rest of this article, when we use the term AI, we refer to the combination of AI, ML and most especially Generative AI

[3] For which Rob set up, collaborates with and continues to build, https://digitalresponsibilityforum.com

[4] AI as a Team Member "TM"