Introduction
Starting the journey of AI implementation involves more than knowing the technology. It requires understanding how a company works and seeing ahead strategically. As an AI consultant at Techno Q, a company specializing in CCTV, ELV, and ERP software services, I acted as a guide in their move toward using AI. Here, I share the steps we took to integrate AI into the company’s business processes, highlighting both the challenges and successes.
Step 1: Understanding AI Adoption Desire and Leadership Commitment
The first and most important step is to see how much the company wants to use AI, especially the senior executives. Leaders may vary in their enthusiasm for AI—some are proactive and ready to innovate, while others prefer to wait and see how AI works for others. Often, some may doubt the real benefits of AI. The initial task is to build a common vision and get the commitment from leadership, setting the foundation for everyone to move toward digital transformation together.
Step 2: Analyzing and Redefining Business Processes
With the leadership ready, the next step is to look at existing business processes. This means outlining the current workflows and finding the slow points or problems that AI can solve. At Techno Q, we found several areas where AI could really help:
• Human Resources: HR had to look through 80,000 resumes to find just five right people. An AI system helped make this process much faster.
• Procurement: Responses to vendors were slow, and automating some of these communications helped speed things up.
• Pre-sales and Technical Support: The team had trouble managing multiple customer questions and follow-ups. AI tools helped them generate and track quotes better, improving service.
This step is about changing business processes to make the most of digital tools, not just adding new technology.
Step 3: Creating Specific AI Solutions for Departments
We made custom AI solutions for the unique challenges of different departments. This careful approach made sure that the AI solutions were useful and welcomed by the staff:
• Legal Department: AI helped navigate thousands of laws and regulations, tailoring advice to specific situations the firm faced.
• Finance Department: Excited about AI for statistics, this department also used Power BI to make their reporting better.
• Marketing Department: Needed help with creating dynamic content, so AI tools were brought in to assist with writing sales copies and making newsletters.
Step 4: Developing and Using AI Personas and Prompts
To keep the success going, we created detailed AI personas and prompts for each department and put them on a Notion site for easy updating. This site became a central place for refining AI strategies as needs changed. Tools like Read.ai for interview transcriptions, Humata for risk analysis, and other AI tools for presentations were integrated into daily work.
Step 5: Training and Adjusting
The final step was to train everyone well, making sure each team member could use the new AI tools. This part was important to help people feel comfortable with the new technology and to show them how AI could make their work easier.
Conclusion
Changing Techno Q with AI involved a lot of learning and adjusting. By aligning AI strategies closely with what each department needed and providing strong support and training, we managed to do more than just meet expectations; we excelled, leading to a special award for our Power BI implementation.
As AI keeps evolving, being an AI consultant means not just working with technology but also having a strategic vision, managing changes, and keeping up engagement with everyone involved.
Wishing you another productive day - Cheers!
