Recently, Chris (Barrow) and I were asked about the possibility of producing a business education framework and the system for an organisation in another country.
Initial excitement and these things are always huge, particularly for two people completely addicted to the dopamine hit of acknowledgement and approval (and so we decided to explore the possibilities).
I was able to do some really good research around the organisation that we're asking, and it turned out that they are in extreme difficulty and are failing.
The root causes of the failure of the organisation itself have nothing to do with the fact that they do not have a business education portfolio, and they are myriad and much deeper than anything else related to our possible offerings.
What that means is that what we can offer will not fix it, and therefore that is not a role that we should play.
The analogy around this is very interesting, particularly around the explosion of new technology in every aspect of industry, and not least dentistry.
If I were to search now on one of my AI platforms, ‘possible AI solutions to productivity and dentistry’, I would be utterly and completely overwhelmed with the products that are available.
The lesson here, though, is this (as it is for the organisation above).
If I am a terrible carpenter, buying a new, all-singing, all-dancing saw will not make me a better carpenter.
It's highly likely that the experienced, conscientious, and skilled carpenter with good interpersonal skills with their clients is much more likely to be more successful with the old, even blunt saw than the carpenter who is not very good, who has a new saw.
If your business has significant problems or difficulties, no amount of AI is going to make it a good business.
As I was once reminded by a waiter in a restaurant in Mayfair, as the colleague I was having dinner with was being rude to him, it's always best to ‘start with the starter’.
Blog Post Number - 4512
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