The Digital Shift: From tangible to intangible

All of the previous forms of technology change are physical. AI is mental, it’s intelligence. 

This is where the game changing really happens. Because it redefines how we actually live. It’ll redefine how we work. It’ll redefine how we play. Certainly our relationships, communications and more will get redefined through AI. 

It will bring massive changes, but I think it’s going to bring change faster than all of the previous technologies before.

And I think we see a lot of change happening in the world, and it’s not necessarily driven by AI, but what will happen is it will come through, and we really are in the middle of this massive technological change.

[Take a look at my original post]

So to come back to the reason why you can’t. 

It’s this great mismatch.

And if you think about where we are now, we’re sitting with a world that is getting redefined by technology.

All of our businesses are built on machine-based thinking. You go back to the turn of the 19th century when we had a horse and plough, when we got division of labour, then we suddenly were able to mechanise our factories. 

It changed the way that we lived and worked. We were able to build business models, processes and systems that allowed us to produce things.

And suddenly, we’ve got this new world.

I like to think of this really as the philosophy of AI and how we change the philosophy of our worldview against the philosophy of AI. 

It’s something that we do in our businesses. When we looked and started this business, we had to move a lot faster than we ever had moved before. Ultimately when we built Teraflow, we built this decentralised organisation. 

And it was very much based on the small business model. We were able to rethink everything. 

But we looked at the philosophy of AI and said, How does this philosophy adapt to a business model?

How do we use the principles of AI to adapt our business model?  The way that we work, the way that we create, the way that we structure, the way that we manage, the way that we empower, the way we do absolutely everything.

I’ve spent the last four years driving that process forward

It’s been an absolutely amazing journey. And it’s ultimately the reason we partnered with our agency. 

The game changer came, however, when my Co-founder, Brett St Clair in the UK, he saw the release of generative AI and he goes, hang on, this has just changed everything.

And he went and started experimenting. And what he would do is he would go into LinkedIn and see how many impressions he can get a day. He was easily getting 200,000 impressions a day, using the tools of the technology. 

Our agency was getting that in a year. 

And I went to them and I said, “Guys, you’re going to have to rethink how you work. I can’t have you delivering what we can do in a day in a year. I can’t. It doesn’t justify the investment.”

And I gave them a full insight into exactly how we were doing it, but they couldn’t get their head around it.

They couldn’t understand the way that we were actually doing things. So we wound up actually parting ways with our agency and turned our internal marketing team into a powerhouse using AI. 

We’ve had to rethink how we do marketing. So we’ve built our principles of AI into marketing, and it really has become a massive engine.

I call this our philosophy of flow internally. Because I want to see a flow in the business. And the problem with our role models, and the way that we work, what we do is we manage the parts, and we hope the parts connect to the whole, and the whole delivers the results.

But you’ve got to rethink this completely. 

You’ve got to be looking at the whole and making sure that there’s a flow between the parts. 

It’s a fundamentally different way of thinking. A different way of working. A different way of managing. 

But if you’re going to micromanage the parts, you’re going to wind up breaking the whole.

This is really where the problem is. I don’t think, in terms of our traditional business models, our traditional processes, and certainly our traditional skills, that it’s going to be an effective way to actually move forward.

So what does this flow actually mean? 

It’s built around this principle of network of teams, and it’s really a decentralised business model that you want to be adapting, where it becomes very effective and flat. 

But what it allows you to do is it allows you to scale without breaking the system. 

You want to scale sustainably, because if you scale too fast, you typically tend to break yourself.

How do you build a system that can just expand at speed without actually breaking? And it’s really a systems thinking approach to the business as opposed to micromanaging the parts. Because if you are micromanaging the parts, things actually change and break very, very quickly.

But it’s built around a principle of individual accountability and responsibility.

And this comes back to the hiring process. 

Ultimately, you’ve got to find people that can actually deliver this for you. If you really have to find people who can make things work, take responsibility and are accountable to the promises that they make. 

It’s a huge issue for me, because leadership is very simple…

(Read More on the next post!)

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