Do you manage AI and traditional IT infrastructure investments as separate portfolios (budgets, governance, decision criteria), or do you combine them? What are the benefits and drawbacks?

If innovation funds are available, dedicating resources to experimentation is beneficial. Hari’s approach of having experts prove value before implementation is effective, but for most of us, it remains a trade-off like any other solution.

Going forward, AI will be embedded in our budget. This year, AI investments were unplanned, but as use cases and value emerged, we received approval for spending. Next year, I plan to include an innovation budget to accelerate adoption.

AI is an enabling technology, and I treat it alongside other technology initiatives. While transformative, its true capabilities remain to be seen.

I consider AI as another technology investment, prioritized like any other part of the portfolio. While there is hype and uncertainty, the risk and opportunity discussions are similar to those for other technologies. Over time, AI will be embedded in most software, making it a standard part of the budget.

We do both. We have dedicated initiatives and budgets for engineering, focusing on privacy and accelerating time to market. We also integrate AI into the general IT portfolio to drive productivity and efficiency.