TT(O)M

I want to look at how AI can become part of normal business operations. For a lot of people, AI still sounds like something technical, something that needs specialist knowledge. It doesn't have to be. If you have reviewed a colleague's work, assigned someone a task, summarised a report, prepared for a meeting, checked a document or asked someone to improve a draft, you already have most of the skills you need to work with AI. The easiest way to think about it is this: AI is another member of the team. It can contribute ideas, analyse information and challenge your thinking. And like any team member, it needs clear direction and supervision. Start with an approved tool, and mind what you share Begin with an AI chatbot your organisation has approved. Check what the approval covers and what the guidelines allow you to upload. If there is no guidance, treat the model as a supplier bidding on a tender, and share accordingly. You would not hand a supplier everything you know abo...

Note: The satirical parody below has been reformatted to accommodate the requirements and limitations of this publishing platform. If you would like to view the article in its original format and layout, please refer to: Bite: The Machine That Knows Everything – April 1985 . $2.95 Vol. 9   No. 4 April 1985 Hardware Software Reviews The Fifth Generation Letters Product Spotlight    By Bit Helmers    “Shrinking news down to the smallest unit of computing.” The Machine That Knows Everything TT(M)O unveils the CrAI IntelliCluster — a room-sized oracle that files away every encyclopaedia ever printed and answers back in plain English. The CrAI IntelliCluster in a customer machine room: paired CrAI Supercomputers flanked by See-Dee-See storage drives and the o...

AI and the enterprise's scattered memory A practical question: what would it take for an organisation to put everything it knows behind a single, trustworthy assistant — and why is that worth doing now? This is written as an article, but it doubles as a position paper for senior leadership. The short version Every large organisation already owns the answer to almost any question an employee might ask. The problem is not that the knowledge is missing; it is that the knowledge is scattered across dozens of systems, thousands of documents, several generations of technology and a good deal of unofficial "shadow" tooling — and no single person, or team, can see all of it. The cost of that fragmentation is measurable. The McKinsey Global Institute's much-cited research found that knowledge workers spend close to a fifth of the working week simply hunting for and gathering information ( McKinsey Global Institute, via Playbook's summary ). IDC has put a price on the ...