Sometimes in the world of tech and engineering, you simply have to seize upon a good idea. You enter the fray – understanding that the inevitable disruptions will bring new risks – but you enter, just the same. You resolve to build the plane as you fly it.
This, of course, runs counter to what we’re accustomed to in an enterprise world. We like to study every angle, scrutinize every decision, and pit functionality against cost analyses along the way. We may not even discuss or share an innovative idea for months, until we can do so with a body of research to back up the decision-making, including information on the target market and the competitive analysis.
These are some of the things that flashed before my eyes when I finished a brief presentation on innovation at our company’s Executive Leadership meeting this past summer. Upon closing my deck and asking if our leaders had any questions, our CEO and now Executive Chairman of Hitachi Digital Services, Gajen Kandiah, stood and announced to the team that I would be leading our company’s Generative AI (GenAI) charter.
