![]() It’s getting harder because a lot of the folks who donate were older, so they needed to connect with the younger generation of donors and to get them more focused on blood donation as a mission, and you have to go to where those folks are. So you need to constantly have donations. They need a fresh supply of blood on a regular basis, but blood does not last that long. One of the key business drivers for their plan was finding new donors. Again, very purpose-driven, trying to make an impact in a very real way for citizens. They’re a really innovative organization. We were doing some really interesting work on the digital transformation of the customer relationship customer analytics, customer experience. A really important mission-driven organization: the Canadian Blood Services, which is like the Red Cross and manages the nation’s blood supply up there. KS: One of the first for me was up in Canada, with an organization. Can you talk about some of the first projects that you had where the digital transformation project really started to go into the artificial intelligence implementations? ![]() MJ: I bet! You mentioned you started with digital transformation. This is across all industries, including the public sector, so it’s quite a fascinating time. I can tell you conclusively that while, a year or two ago, it might have been hard to list five significant companies that prioritized AI-outside of the big tech companies that you think about-today, it would be difficult for me to identify five that have not prioritized the role of AI. AI really emerged for me in that digital context.īecause of my role as the Global Head of EY, I have a very global perspective from literally across industries, sectors, geographies, and time zones. Very quickly, within a period of maybe 24 months, it went from a nice topic to one of the top three or four conversation points for boards and C-Suites and so forth. I was delivering digital transformations, both internally as well as externally focused, and it just became clear two or three years ago that artificial intelligence, and more broadly, automation and robotics, became a bigger and bigger theme as companies are pursuing digital transformation or digital activities.įirst it was something interesting to talk about, like, “Hey, here’s something else you should consider.” Then it became more of, “Wow, if we’re going to really invest in digital, and you’re thinking a few years out, you really need to be thinking about this.” And then, suddenly it became, “This is the one thing you want to talk about.” My first introduction came in that context. I’ve been focused on digital transformation and digital strategy, both on operations-the workplace experience as well as the customer-for the past 10 years. You just see these spikes in the searches and they all map to movies.īut since 2015 or 2016, that’s changed. If you do a Google word search and go back 10 or 15 years to look at words like AI and machine learning. Keith Strier: Like everybody else, my sort of introduction to AI came through the movies. Tell us about yourself, how you first became interested in artificial intelligence, and tell us about your first project. I think you’re all familiar with Ernst and Young, E&Y, one of the largest professional services companies, a Big 4, and really in the thick of implementations with enterprises. We’ll be chatting with Keith Strier from Ernst & Young. My name is Marlene Jia, you can call me MJ. In this interview series, we learned from executives at leading global companies who’ve successfully applied AI to their enterprise. Marlene Jia: Thank you for joining our AI for Growth executive series.
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