We're well into the AI hype cycle. Enterprises across industries are scrambling to understand how they can leverage artificial intelligence to augment their businesses. 


Unfortunately, enterprises are failing [80-90%](https://fortune.com/2022/07/26/a-i-success-business-sense-aible-sengupta/) of the time as they try to implement AI into their business. Oftentimes this means they don’t reach ROI or their AI projects simply can’t get to launch due to internal friction.


In general, innovative enterprises will take one of two approaches to AI deployment within their organizations. They either A) train an AI model from scratch or fine-tune an open-source model in-house or B) deploy third-party tools, often point solutions, within existing business processes. 


Too often these approaches begin from a mindset that "AI" is the panacea for complex operations problems. In this blog post, we will focus on the challenges enterprises face when taking these approaches to leverage AI.


Let’s start with Challenge #1. 

## Challenge #1: In-House AI Training and Fine-Tuning Is Too Costly and Complex
The organizational requirements for training an enterprise-scale AI model from scratch or fine-tuning an existing model for a specific use case are extremely high. The main barriers to building a successful model or effectively fine-tuning one are cost and complexity. 


### Costs of Training An In-House Model
Costs for building a large-scale model like a large language model (LLM) [reportedly](https://www.linkedin.com/pulse/selling-data-44-cost-creating-ai-ayal-steinberg/) start around $2-4 million, with millions in recurring costs to run them. These costs include expert AI talent, human data trainers, infrastructure, and compute. 


Enterprise leaders can be lured into spearheading in-house AI model training projects that either don’t yield an effective model or creep far past their forecasted costs. That’s because of an outdated approach to model development. 


In the beginning, AI researchers trained large language models (LLMs) using data easily collected on the internet. However, just because data is easily available does not mean it is honest, helpful, or harmless to the user. 


On the contrary, data easily collected from the internet can be harmful, biased, and toxic, the consequences of which can be worse for the enterprise than an ineffective model. Like a child, these nascent models require supervision and reinforcement of good behavior in order to align with user preferences. 


Supervised fine tuning (SFT) and reinforcement learning (RL) are the methods used by researchers to remove bias and harmful answers from responses generated by LLMs. But performing these techniques to align an AI model is too costly for enterprises to perform in-house. 


Thus, enterprise leaders can face project failure or perpetually chase ROI by exclusively managing AI model training internally. 

### Costs for Fine-Tuning an Existing Model
Fine-tuning an existing model is much cheaper. But the investment is still larger than enterprises might anticipate. 


One of the most burdensome costs enterprises will incur in fine-tuning is data preparation. That’s because out-of-the-box AI tools don’t fully support complex business processes. 


To effectively support a specific use case, open-source models will need to be fine-tuned on cleanly structured human-in-the-loop data. Enterprises will often chase fast AI solutions by feeding AI models with poorly structured, incomplete datasets that produce unuseful outputs. 


A more effective data preparation approach in the fine-tuning lifecycle first involves a strong data preprocessing phase. Data preprocessing is a largely manual process that turns unstructured data into a dataset ready for an AI model to be trained on. 


Then, the model will need to be fine-tuned on specifically created datasets, like demonstration data, to align the model with the needs of the specific use case. An example of demonstration data is a dataset of thousands of meticulously crafted conversation examples between a person and a chatbot for a customer support use case. 


These steps become too costly for internal teams because they can’t be automated. People-driven tasks don’t scale well. 

### How Invisible Solves the Cost And Complexity Problem
Scaling AI training and fine-tuning is complex and labor-intensive. Most enterprises aren’t equipped to do it without outside help. 


Many enterprise leaders will be familiar with and turn to BPOs. However, traditional BPOs can’t provide the quality of human-in-the-loop data required to produce or fine-tune an effective model. 


Invisible provides a complete [AI training solution](https://www.invisible.co/ai-training/) for enterprises that are building foundational models or fine-tuning open-source models for specific use cases. Our platform is 100% configurable to enable cost-effective, human-in-the-loop AI training and fine-tuning at scale. 


Our global team of AI trainers receives steps unique to their expertise through our platform. Each step is performed via a simple user interface specifically designed for that step’s goal. 


See that capability in action with an example of a Reinforcement Learning from Human Feedback (RLHF) step on our platform: 

![blog-test.gif](https://honest-deft-cloth.media.strapiapp.com/blog_test_71057bfcef.gif)


In this example, an AI trainer provides a prompt and then receives a sample of four outputs to rank for accuracy and helpfulness. They can also report if an output is toxic or harmful, providing metadata for why that’s the case. 


Without a solution like Invisible, enterprises are forced to build this infrastructure themselves and hire expensive talent, or turn to a BPO that provides poor-quality data. 


Ready to harness AI’s potential? [Speak to the team](https://www.invisible.co/get-started/).

Fine-tuning Foundational AI Models is Too Costly and Complex for Most Enterprises

AI prompt engineer jobs are the hottest jobs in AI. If you're exceptional at prompt engineering, at least [one company](https://www.businessinsider.com/ai-prompt-engineer-jobs-pay-salary-requirements-no-tech-background-2023-3) will pay you a $330k+ salary to do it.
‍

Creating effective prompts for Large Language Models (LLMs) like ChatGPT can be a complex task, as it requires a deep understanding of both the model's capabilities and the task at hand. Here is a quick guide to creating the best prompts for LLMs:
‍

**Be clear and concise**: LLMs perform best when given clear and concise prompts that clearly define the task and provide all necessary information. 


‍**Use natural language**: LLMs are designed to work with natural language. Use it!


**Provide context**: Context ensures that the model can accurately interpret the prompt and generate the desired output.


**Use examples**: Providing examples that are representative of the desired output and provide enough variation ensures that the model can generalize to new inputs.


**Use iterative refinement**: Creating effective prompts often requires an iterative process of trial and error. Start with simple prompts and gradually add complexity and nuance in conversation with your chosen model until the desired output is achieved.


Already a prompt engineering pro but can't meet the scale of prompt engineering support your team needs? [Leave it to the experts](https://www.invisible.co/ai-training/).

The Anatomy of Good Prompt Engineering

AI has the potential to transform modern enterprises <a target="_blank" rel="" href="https://www.pewresearch.org/internet/2014/08/06/future-of-jobs/">more profoundly</a> than virtually any technology that has come before it. In the process, it will likely inspire a new generation of challenger businesses that reshape the industries in which they operate. But it will also create a new generation of losers. With that in mind, here are five things all enterprises should do to make sure their company doesn’t join the list of AI casualties. <h3>1. Change The Way They See Technology</h3>AI and large language models (LLMs) are fundamentally different from existing technology solutions, says Scott Downes, Chief Technology Officer at Invisible Technologies. “To date, technology has always been deterministic. Ask it what two plus two equals, and it gives you four,” Downes explains. “That’s not how AI works, nor what it’s intended for.” Instead of relying on predetermined rules or fixed algorithms, Downes notes that AI learns and adapts from vast datasets. This means it can comprehend context, nuance, and even human emotions, allowing it to provide responses that are contextually relevant. “AI isn’t just a one-time solution but an ongoing journey. It’s about constantly refining and improving the technology, understanding its limitations, and adapting to its evolving capabilities.” “This isn’t just a technological upgrade; it’s a shift in mindset,” Downes explains. “To be successful, you have to approach it in a fundamentally different way." <h3>2. Start With the Challenge, Not the Solution</h3>Ben Plummer, Chief Executive Officer of Invisible Technologies, says many tech providers still build a solution and then look for a problem to fit it to. This has conditioned enterprise leaders to see technology in terms of its functionalities - an approach that can lead to less-than-ideal results. "The level of hype around new tech can often be high, but the level of real-world activity can be low,” he cautions. However, with the rise of AI, Plummer says businesses have the opportunity to change the way they apply tech to their businesses. “Because you’re not buying software out of the box, you can start with the problem and work backwards,” he says. “Instead of trying to keep up with every last development in the world of technology, enterprise leaders should prioritize identifying their specific challenges and needs. Then, they can work out how to address those challenges.” This approach, he says, will encourage a problem-solving mindset, where AI solutions are customized to fit the organization's unique requirements rather than attempting to fit existing technology solutions into the organization's processes. <h3>3. Keep Humans in the Loop</h3>A <a target="_blank" rel="" href="https://www.bbc.com/news/technology-65102150">recent Goldman Sachs report</a> found AI could replace as many as 300 million jobs and perform up to 25% of all work-based tasks carried out in the United States and Europe. For some occupations, such as administrative (46%) and legal (44%), the number of processes it could potentially replace was higher still. However, Plummer says that rather than being a threat to employment, AI will enable and empower people, removing the mundane and monotonous and lifting people up to do more creative and high-impact work. “AI is better at some things, but humans will always be better at others. This will be the catalyst for many people to be able to do more interesting and fulfilling work.” Plummer also says that humans will still be needed to oversee AI, both from a practical and ethical point of view. “The right solution always ends up being some blend of human judgment and intent with an AI system augmenting them.” By blending AI's strengths with human ingenuity, Plummer argues businesses can stay ahead in the tech race. <h3>4. Avoid Getting Tied Into One Set Path&nbsp;</h3>AI is evolving so rapidly and developing so many new capabilities that Downes believes it is a mistake for enterprises to tie themselves to just one solution or platform. “Those enterprises that chose to go it alone or who put all their eggs in one basket will be taking a huge risk,” he says. “The right approach is to be both flexible and ‘solution agnostic’. What’s important is that there is a layer of orchestration to seamlessly integrate humans and tech.” Downes says that properly integrating AI means analyzing and documenting every single action currently performed across an entire process, department or organization. Only then is it possible to determine whether each step is best performed by a human or AI. Beyond this, enterprises need to either build or engage a dedicated and experienced machine learning team that can process data and train their AI model. They also need to constantly monitor and refine AI’s outputs to make sure they continue to match its needs. “Rather than spending the millions of dollars required to build these capabilities in-house, most enterprises are far better off outsourcing to someone who specializes in the space,” Downes says. “By outsourcing, you can also get someone who understands and is experienced in the shortcomings of AI, such as data and privacy issues and model hallucinations, and knows how to train your model to potentially overcome them.” <h3>5. Think Bigger</h3>Finally, Plummer observes that most organizations have “blinkers on” when it comes to assessing the extent of what’s possible with AI. That’s because, even when contemplating the future of tech, they still tend to think in terms of what has already been achieved rather than what’s possible. Plummer encourages organizations to challenge their preconceived notions and think beyond the boundaries of what has traditionally been automated. By doing so, they can uncover new ways to leverage AI technology to enhance productivity, efficiency, and innovation across a broader spectrum of their operations. “Those that do will find they have a huge competitive advantage and their tech will be propelling them forward rather than holding them back.”

5 Ways to Avoid Becoming an AI-Induced Corporate Casualty

When many people think of AI, they think of off-the-shelf large language models (LLMs) like ChatGPT that write marketing copy, engage customers, or generate images. But for enterprises, AI is likely to look very different, says Invisible Technologies CEO Benjamin Plummer. “Individual use cases inherently have a ‘human-in-the-loop’ overseeing and guiding the LLM very closely,” he notes. “However, to make AI work at enterprise scale, you need a completely different architecture and approach.” So, how does your business take AI from a side project to center stage? Here are four things all enterprise leaders need to know about adopting AI. <h3>1. You Need to Act Fast</h3>There is a lot of hype around large language models (LLMs) right now, Benjamin Plummer notes, and it’s easy for enterprise leaders to think that they should wait for this to die down before choosing which technology to back. However, he cautions those who do are likely to miss the boat. “This is a completely different way of thinking that you can’t expect to develop overnight,” Plummer explains. “You really have to build AI muscles within your organization today so you’re not caught out.” Plummer observes that AI is likely to reach well into every organization within the next few years, fundamentally reshaping both the way they operate and the markets they operate in. In the process, it should significantly reduce the barriers to entry into many fields, creating real opportunities for ‘AI-first’ businesses, many of whom will be newcomers to a field. This is supported by PWC Global research, which found that <a target="_blank" rel="" href="https://www.pwc.com/gx/en/issues/analytics/assets/pwc-ai-analysis-sizing-the-prize-report.pdf">healthcare, automotive, and financial services were the three sectors most likely to face severe disruption</a>. Meanwhile, Invisible Technologies CFO, Joseph Chittenden-Veal, says that to survive in this post-AI world, enterprises in these sectors and others need to quickly work out how they’re sufficiently differentiated. Otherwise, they are likely to find themselves at the mercy of lower-cost competitors who harness AI more effectively. “In this environment, those businesses that thrive will be the ones who work out how they add value and focus only on these core competencies,” he explains. “They can then use AI to carry out the rest of what they do.” <h3>2. AI Is Not a Silver Bullet</h3>That said, Benjamin Plummer argues that executives should refrain from seeing AI as the savior to all their business problems. “Even those people who have started using generative AI for more complex tasks know that you can’t just input text at one end and expect magic to happen,” he explains. “Process still matters.” Plummer says enterprises should see AI as part of a broader ecosystem that still involves humans. However, he cautions that enterprises are most likely to need several AI models performing different tasks within their business. “Like humans, these models will have different strengths and weaknesses,” he says. “It will be important to use the right one for the right job.” Plummer also says that thinking through the orchestration of these AI models and the way they interact with employees, customers, and clients will be just as important as the models themselves. “The challenge is combining these models, which are great at particular types of tasks, with humans who are great at other types of tasks.” “Enterprises will have to map out every challenge and every process to determine who can perform it best - human or machine. And, this is likely to be an ongoing process." <h3>3. AI is More than Just ChatBots</h3>The individual takeup rate of Generative AI has been nothing short of extraordinary. By September 2022, <a target="_blank" rel="" href="https://www.salesforce.com/news/press-releases/2023/09/07/ai-usage-research">49% of people in the United States, India, Australia, and the United Kingdom reported using generative AI</a>. However, Joseph Chittenden-Veal believes the popularity of large language models (LLMs) such as OpenAI’s ChatGPT, Google Bard, and Meta’s Llama 2, may have already conditioned people to see AI only as a ‘text in/text out’ technology. “While text in/text out processes may be the ‘low hanging fruit’, really AI as a technology can be built around anything in and anything out,” he explains. “For instance, in the context of manufacturing, the input could be a slight surge in demand. The output could be a series of actions behind the scenes that involve a multitude of applications and datasets that ultimately produce more goods.” “When you understand AI this way, it can really be applied to anything,” he says. “Industries such as retail, healthcare, financial services, logistics, agriculture, and manufacturing could be revolutionized.” “As we roll out more and more generalized AI and build more AI applications and use cases in different verticals, the realm of things that can be automated and enhanced by technology is going to radically increase.” <h3>4. AI Can Be Implemented in Small Steps</h3>Despite AI’s transformative power, Joseph Chittenden-Veal says that another common misconception among enterprises is that they need to go ‘all in’ on AI right from the start, making it a costly and time-consuming process. The truth is that, unlike most other technologies, enterprises can start incrementally - implementing it in a contained way before expanding. “The great thing with AI is that adopting it doesn’t require an overhaul of your systems,” Chittenden-Veal explains. “Consider diagnostic imaging. Initially, AI helped enhance the <a target="_blank" rel="" href="https://www.rsna.org/news/2019/may/ai-based-applications-boost-image-quality">resolution of images</a> as a simple step in the pre-processing. Soon after, it began being used as a backup to catch missed anomalies after radiologists had their turn, adding another step after the existing workflow. As its precision improved, it has started leading on early diagnoses and even treatment plans, becoming a larger piece of the process. This expansion of impact is characteristic of great AI applications.” “It will be the same for enterprises,” he says. “Implementing AI will often be a matter of building on what’s already there. You can pick and choose where you want to implement it first.” “With the right partner, you can have very light touch integration points and get value in just weeks. This is especially true if you already have an existing bank of good data.” In fact, a 2021 Harvard Business Review article reported that <a target="_blank" rel="" href="https://hbr.org/2021/07/ai-doesnt-have-to-be-too-complicated-or-expensive-for-your-business">companies in specialist fields such as manufacturing, healthcare, and agriculture</a> would be better served by implementing more streamlined solutions underpinned by small datasets focused on discrete tasks. Many of these projects cost in the range of just $1 million to $5 million. The flip side, though is that, unlike software products, AI requires a high level of oversight and maintenance. “Enterprises will need to make sure they have the right machine learning platform and resources in place to keep watching and refining what the AI is doing, whether that’s in-house or outsourced,” Chittenden-Veal says. “My advice is to go fast and think big - don’t constrain your thinking around AI.” “But you can start in bite-sized chunks.” <h4>What Every Enterprise Should be Doing Right Now…</h4>In the face of sweeping changes across industries, all businesses should assess their current processes and make sure they’re AI-ready. Don't wait for disruption; prepare for it proactively. If you need guidance on how to align your business with AI, get in touch.&nbsp;

What Most Enterprises Get Wrong About AI

The reality is shifting for enterprises deploying AI. They’re realizing that one Large Language Model (LLM) alone can only perform small-scale tasks, and orchestrating multiple models at once is deeply complex.&nbsp;Making matters worse, most enterprises lack the necessary infrastructure to foster interoperability between the LLMs, people, and tech stack that are critical to performing enterprise-scale business processes. Building that solution now is too costly, <a target="_blank" rel="" href="https://www.invisible.co/blog/fine-tuning-too-costly-and-complex/">too challenging</a>, and it may be too late.&nbsp;With these constraints, innovative companies should explore a solution that incorporates multiple specialized models at once that augment humans in the loop. In this blog post, we’ll go deeper into the limitations of deploying a single LLM, and how multiple models can be steered toward solving real enterprise-level challenges.&nbsp;Let’s dive in.&nbsp;<h2>The Limitations of a Single AI Model for Enterprise</h2>A single AI model will address individual business problems on a small scale, but will either be too generalized or too specialized to address enterprise-scale business problems. Here’s why:&nbsp;Generalized AI models, like GPT or BERT, are designed to perform a wide range of tasks. They're akin to Swiss Army knives in that they are versatile and have broad applicability, but the vastness of their training data and capabilities can make them less efficient or accurate for niche tasks.Specialized AI models on the other hand, like a fine-tuned foundation LLM, are tailored to perform specific tasks with high precision, much like a surgeon's scalpel. While they’re accurate and efficient within their designated domain, they aren’t useful outside of it.&nbsp;Both of these types of models amount to point solutions that enterprise-scale business problems and their processes aren’t typically solved by. Instead, enterprise challenges are multi-faceted and dynamic, requiring an agile solution that orchestrates multiple models at once.&nbsp; <h3>How to Solve the Interoperability Problem</h3>The challenge of combining and integrating models within one system is the downside of repeated technological breakthroughs in the field. New developments are emerging so rapidly that universal standards for how models should cooperate never had a chance to materialize.The status quo, then, looks like this for the foreseeable future: the leading firms use differing model architectures like TensorFlow, PyTorch, or Keras, which have incompatible data formats.&nbsp;<h4>Chaining LLMs Doesn’t Cut It</h4>An emerging framework for getting multiple LLMs to work in concert is by <a target="_blank" rel="" href="https://towardsdatascience.com/a-gentle-intro-to-chaining-llms-agents-and-utils-via-langchain-16cd385fca81">chaining</a> them together. When chained, a series of LLMs can perform more complex tasks, with the input of one model being determined by the output of the model in the previous step.&nbsp;<a target="_blank" rel="" href="https://blog.enterprisedna.co/what-is-langchain-a-beginners-guide-with-examples/">LangChain</a>, for example, is an open-source framework for chaining LLMs to develop workflows and applications beyond what a singular LLM may enable. However, LangChain has <a target="_blank" rel="" href="https://safjan.com/problems-with-Langchain-and-how-to-minimize-their-impact/">well-documented limitations</a>, including: <ul><li>It is inflexible with integrations</li><li>It is prone to breaking as a chain’s complexity increases</li><li>It primarily supports prototypes and demos </li></ul>For an enterprise deploying LLMs, chaining will be insufficient because it doesn’t enable orchestration that includes the people central to a business process. Any high-value use case will require a critical layer of human judgment and quality assurance in conjunction with what LLMs can produce, but the handoff between AI and people isn’t simple.&nbsp; Enterprise leaders should consider how each of these moving parts works in tandem, and whether they have a technology infrastructure that: A) Allows for the interoperability of multiple AI models, and B) Orchestrates their workforce to be augmented by the work done by those AI models. Most don’t.&nbsp;To learn more about how LLMs work and how Invisible delivers maximal alignment, watch this: <div data-youtube-video=""><iframe width="640" height="480" allowfullscreen="true" autoplay="false" disablekbcontrols="false" enableiframeapi="false" endtime="0" ivloadpolicy="0" loop="false" modestbranding="false" origin="" playlist="" src="https://www.youtube.com/embed/CTNVmBBw80U" start="0"></iframe></div><h4>Interoperability in Practice</h4>Here’s an example of a business use case that illustrates the importance of interoperability between AI models and people. An international bank that operates in 50 countries is likely regulated in 50 different ways.&nbsp;That bank, like any other, is at constant risk of fraud attempts. Each country they operate in has a unique regulatory framework for how the bank can detect and thwart these attempts.&nbsp; The bank decides to deploy multiple AI models, specialized for specific tasks, in order to mitigate risk and stay compliant. Their success relies on a system in which tasks are handed off seamlessly between an AI model and people providing human intelligence.&nbsp;Let’s look at the process flow:&nbsp; Step 1: Initiation:<ul><li>A transaction is initiated anywhere within the bank’s international network.</li></ul>Step 2: Regulatory Understanding:<ul><li>Model A: Interprets local financial regulations and translates them into actionable rules for the transaction.&nbsp;</li></ul>Step 3: Transaction Analysis &amp; Fraud Detection:<ul><li>Model B: Monitors the transaction in real-time, profiling it based on risk using deep learning.</li><li>Model C: Examines the transaction against regional fraud patterns and flags suspicious activity.&nbsp;</li></ul>Step 4: Human Review:&nbsp;<ul><li>Suspicious transactions flagged by Models B and C are automatically sent to regional compliance officers for review. These officers, using their local expertise, make the final decision on the transaction's legitimacy.</li></ul>Step 5: Feedback Loop:<ul><li>Post-human review, results are fed back into Model B and Model C, refining their detection capabilities.</li></ul>Step 6: Report Generation &amp; Audit:<ul><li>Model E: Consolidates the decisions made, reasons for suspicion, and final outcomes into a report for internal audits and regulatory bodies.</li></ul>Step 7: Conclusion:&nbsp;<ul><li>Transaction is either processed or halted based on AI analysis and human review.</li></ul>An overarching platform integrates the outputs from all models involved in this process. It schedules tasks, ensures real-time communication between models, incorporates human decisions, and triggers appropriate actions, like halting a transaction.<h3>How Invisible Enables Enterprise AI Deployment</h3>Our process orchestration engine is the ideal platform to support AI interoperability that also augments human input. In conjunction with our global workforce of trained operators, we enabled a <a target="_blank" rel="" href="https://www.invisible.co/results/">Big 4 retailer</a> to leverage multiple AI models to solve a uniquely complex, large-scale business problem.&nbsp;The client attracted over 50 million online visitors per month but had huge volumes of third-party product listings that contained missing and erroneous data fields that prevented thousands of products from appearing on search engines. This meant they couldn’t compete with the biggest player in the space, Amazon.&nbsp;Invisible applied generative AI to perform the heavy-lift data enrichment steps at an unparalleled scale. Another model flagged data containing errors, which were resolved by a dedicated team of operators who applied a finer touch.&nbsp;Our client saw a near-immediate 9x ROl. It took just 30 days.&nbsp;The next 10,000 products outperformed in their category by 140%. Overall, 44% of SKUs entered page one for search results, increasing both visibility and sales velocity.Ready to solve your complex business problem for good? See more about how we enable enterprise AI deployment <a target="_blank" rel="" href="https://www.invisible.co/ai/">here</a>.&nbsp;

One LLM Alone Can’t Solve Enterprise Business Problems

AI is likely to have a significant impact on financial services and many enterprises within the sector have been among the technology’s early adopters. But most still aren’t properly equipped to take full advantage of AI without outside help, according to Invisible Technologies’ Head of Business Development, Financial Services, Addison Chu. “We talk about AI-readiness or how equipped enterprises are to deploy resources into the AI space,” he says. “We see finserv businesses at all ends of the spectrum. But even the best ones won’t be able to integrate to an AI-first approach without strategic guidance and infrastructure support. <h2>Becoming an AI-First Enterprise&nbsp;</h2>A 2021 McKinsey survey revealed the financial services sector was one of the most knowledgeable and engaged of any sector when it came to AI. Already by then, one-third of global financial services enterprises declared they had incorporated AI into their operations.&nbsp; This year, a subsequent McKinsey study revealed that as many as 24% of financial services employees regularly used AI for work, placing them second only to employees in the ‘tech, media and telecom’ sector. Another 18% of financial services workers said they regularly used it outside of work. But for all their AI exposure, McKinsey also found that few financial services enterprises were deploying AI successfully.&nbsp; Many lacked a clear and comprehensive AI strategy, had “a weak core technology and data backbone”, and “an outmoded operating model and talent strategy”. McKinsey concluded that the financial services companies that were likely to survive and thrive over the next decade would be the ones that adopted an ‘AI-first’ approach to everything. This meant “adopting AI technologies as the foundation for new value propositions and distinctive customer experiences”.&nbsp; “Those that use AI already often apply it to siloed parts of their business,” Chu says. “They might use it for fraud detection, underwriting, or virtual assistants for customer service. But it doesn’t yet underpin everything they do.”<h3>The Missing Ingredients in Financial Services</h3>Chu argues that, despite their highly regulated operating environment, financial services businesses should really be looking to the examples of AI-first businesses outside of their sector to see what lessons they can draw. For instance, platforms such as TikTok, Pinterest, and Spotify have all successfully embedded AI and machine learning (ML) into the fabric of their recommendation platform, allowing them to provide exceptional levels of personalization. This, in turn, has helped them grow rapidly, disrupt existing players, and become dominant in their respective markets.&nbsp; Chu says financial services enterprises could conceivably use AI in the same way - reimagining the customer experience to provide deep personalisation and a seamless experience, especially in personalized financial management.&nbsp; “This has the potential to truly democratize financial service products and reduce today’s ‘financial information asymmetry’,” he says.&nbsp; “They could also use it to integrate all aspects of their internal operations, ensuring the knowledge and information from one part of the business is immediately understandable, available, and actionable by other parts and team members.” But for that to happen, Chu says financial services businesses need some key ingredients in place. This includes having a data infrastructure in place that is ready to ingest a large language model (LLM). It also includes having a skilled machine learning team to clean that data and carry out the next steps. “For those finserv enterprises with an existing machine learning team, moving to AI really is the next step. But for those without these existing and established resources, it will be more difficult,” Chu explains.&nbsp; <h3>How to Train Your Data</h3>And yet, having a rich bank of good, clean data really is just the beginning, according to Chu. Enterprises next need to prepare their data for training, a process that begins with data annotation. This involves subject matter experts labeling or tagging the data so that it’s understandable to machine learning algorithms and can be used to teach them how to make accurate predictions or decisions. Only then is the data in a fit state to train an AI model. <blockquote>The Machine Learning/AI lifecycleTo become AI-first, financial services enterprises need to go through four key steps, according to Invisble Technologies' Addison Chu and Adam Haney. These will need to be carried out by the machine learning team or an outside provider.&nbsp; 1. Data collection and cleaning. Organisations with a rich bank of clean data will have a headstart on competitors.&nbsp;2. Data annotation. It’s only when that data is tagged that large language models (LLMs) can understand it.&nbsp;3. Model training/fine tuning. These intensive processes require the input of subject matters experts (SMEs), who make sure the model’s outputs are fit for purpose and accurate.4. Model evaluation and deployment. Finally, the model&nbsp;must be rigorously assessed to make sure it aligns with the enterprise’s specific goals and needs.</blockquote> Adam Haney, VP of Engineering at Invisible Technologies, says that enterprises have two real options to carry this out. The first is to start from scratch, developing their own AI model in the same way as Pinterest, Spotify and TikTok - usually a time-consuming and costly process.&nbsp; The second and more cost-effective option is to take what essentially amounts to a shortcut by tapping into existing large language models (LLMs) such as OpenAI’s ChatGPT, or Meta’s LLaMA 2, and refining them for their own use.&nbsp; “You may not be able to realistically get to 100 like a TikTok without significant investment, but you can get to 60 or 70 much more easily.” To do this, the model must first be fine-tuned - a process in which a generalist model is taught the features and patterns specific to a task or domain. This involves SMEs instructing the LLM on the right response to questions involving the data. “In the context of finserv, the data that AI needs to understand and respond to could include anything from understanding financial statements and regulatory documents that need to be filed. But it can also really apply to any kind of document-heavy workflow,” Haney says.&nbsp; Beyond fine-tuning, there also needs to be a period of reinforcement learning with human feedback (RLHF), during which the SMEs stack rank five different responses. In doing so, they teach the model which answers align best with human preferences.&nbsp; “Without this step, the model will provide answers that are sometimes inaccurate,” Haney says. “When it’s done, you can have the model understanding exactly what matters to a financial analyst or customer service agent, or anyone within the business.” “Invisible can help with the technical aspects of model selection and model evaluation. We can also capture the initial data sets needed to fine-tune those models, and ensure that, as they’re being fine-tuned, they still meet with company’s requirements,” Haney explains. <h3>The Threat of Doing Nothing</h3>As AI evolves and consumers’ habits change, Chu believes the pool of competitors for financial services enterprises will widen significantly. “It’s conceivable that some other platforms will begin to offer financial products, and they will have the advantage of coming from a different risk profile to traditional finserv enterprises, especially when it comes to AI.” “Financial services is a ‘zero error environment’. Having AI make a mistake is not an option,” Chu says.&nbsp; “You can’t have a model ‘hallucinating’ or giving an incorrect answer because it could lead to a breach of regulations or privacy and serious reputational damage.” “The writing is on the wall that finserv enterprises need to move to AI-first. But it’s also clear that they need to do it in a way that minimizes the risk of getting anything wrong.”

Why Most Financial Services Businesses Won’t Maximize AI Without Outside Help

In today’s market, we see three major challenges standing in the way of enterprises seeking to leverage AI for a competitive edge: <ol><li>Talent with AI expertise is essential to building and using AI within the enterprise.</li><li>AI talent is tough to come by.&nbsp;</li><li>AI talent is costly.&nbsp;</li></ol> In fact, <a target="_blank" rel="" href="https://www.zdnet.com/article/more-skills-needed-to-help-ai-plug-skills-gaps/">67% of IT leaders</a> named the AI skills shortage as the number one barrier to deploying AI, according to Rackspace Technology. Yet recent AI-related job postings from July are <a target="_blank" rel="" href="https://www.computerworld.com/article/3702711/ai-skills-job-postings-jump-450-heres-what-companies-want.html">450% YoY</a>, highlighting that this hasn’t stopped them from trying.&nbsp;&nbsp; To further counter this shortage, enterprises are shifting talent within traditional technology and data roles to AI-related priorities, implementing AI point solutions to replace customer service representatives, and leveraging the flexibility of freelancers in a move that is shoring up the gig economy. But none of these have delivered the outcomes enterprises are looking for.&nbsp; Instead, the clearest path to ROI may lie in a strategic partner that merges the best of human and artificial intelligence within a single end-to-end technology solution. Let’s dive in.&nbsp; <h2>Why AI Expertise is Essential</h2>An effective enterprise AI solution can’t simply be patched together. To understand why, let’s look at the varying degrees of AI adoption within an enterprise.&nbsp; Many models depict enterprise AI adoption across three levels, with AI integration deepening within an enterprise’s operations at each step. <a target="_blank" rel="" href="https://www.egonzehnder.com/industries/technology-communications/artificial-intelligence/insights/is-your-c-suite-prepared-for-artificial-intelligence">Egon Zehnder</a> is one such organization. Here’s our take, including what adoption looks like at each stage:&nbsp; Level 1: AI is introduced in an organization<ul><li>A team, or teams, onboard a point solution like an AI-powered SaaS tool.</li><li>AI is added as a feature to a product or service.</li><li>A core AI solution is not centralized within the organization’s operations. </li></ul>Goals: Automate and increase the efficiency of repetitive low-complexity tasks, or improve the customer experience.&nbsp; Level 2: Business processes become centered in AI&nbsp;<ul><li>A foundation LLM is customized with fine-tuning to support one or more business functions.</li><li>Data science teams begin to shift focus toward maximizing the AI model’s value.</li><li>AI becomes a core product feature. </li></ul>Goals: Increase the efficiency and quality of an entire business function’s output and optimize value-creation for a key product.&nbsp;&nbsp; Level 3: An organization is fully AI-enabled&nbsp;<ul><li>An LLM or multiple LLMs working in concert deeply supports a core business process and has an impact across the entire organization.</li><li>Humans in an organization work seamlessly in tandem with the AI and the rest of their tech stack.</li><li>Existing business processes are redesigned to be AI-enabled; new business processes are structured around AI. </li></ul>Goals: Engage on every opportunity, maximize business productivity and outcomes, and widen the gap with competitors. Off-the-shelf AI tools tend to cater to enterprises at Level 1. But as enterprises scale to Levels 2 and 3, costs and complexity begin to mount. That’s because, at each level of adoption, the expertise and resources required scale exponentially. Based on our experience working with the leading AI model development firms and enterprises deploying AI, here is our assessment of the organizational requirements for Levels 2 and 3: Level 2 RequirementsAt this stage, an AI model is integrated within an enterprise’s operations at a larger scope. The stakes for having an accurate and robust solution are higher, so enterprises need:&nbsp;<ul><li>Skilled AI trainers to produce preference data for Supervised Fine-Tuning and perform model evaluations.</li><li>Trained experts to monitor data quality and manage the AI trainer workforce.</li><li>Tech infrastructure and data scientists to manage data securely and efficiently.</li><li>Properly structured and enriched proprietary data.</li><li>A <a target="_blank" rel="" href="https://www.forbes.com/sites/rashishrivastava/2023/09/01/ai-red-teams-google-nvidia-microsoft-meta/">red team</a> to uncover hallucinations and build feedback loops that steer a model toward aligned behavior.</li><li>Process mining and experience in shaping business processes around an AI model and human intelligence.</li><li>Tech infrastructure that moves data cleanly between AI, people, and the organization’s tech stack.</li></ul>Use case example: A healthcare firm utilizing a conversational AI tool that integrates with EMRs and is fine-tuned on preference data from domain experts.&nbsp; Level 3 RequirementsWhen enterprises reach this level of adoption, they are shaping business-critical processes around one or more AI models working in concert. They need:&nbsp;<ul><li>All of the requirements of Level 2.</li><li>A technology platform capable of orchestrating one or more AI models, software integrations, and humans in the loop to maximize efficiency and value.</li><li>Research scientists with expertise in measuring.</li></ul>Use case example: A financial institution deploying <a target="_blank" rel="" href="https://www.invisible.co/blog/one-llm-not-enough/">multiple generative AI models</a> to improve fraud detection response accuracy and speed For a business restructuring its operations around AI, the requirements listed above necessitate either a monumental shift in internal resources or a recruiting effort of similar cost and magnitude. Both routes threaten ROI due to their <a target="_blank" rel="" href="https://www.invisible.co/blog/fine-tuning-too-costly-and-complex/">expense and complexity</a>.&nbsp; <h3>Why Choose a Strategic Partnership</h3>The strongest alternative is a partner experienced in AI model training and deployment. While many claim to transform enterprises with AI, few offer an end-to-end solution — this is where Invisible steps in. Invisible works alongside global enterprises, enabling them to leverage the full potential of AI through our process orchestration platform: a potent blend of a global team of experts, cutting-edge automation capability, and AI.&nbsp; This platform enables:<ul><li><a target="_blank" rel="" href="https://www.invisible.co/blog/fine-tune-ai/">Customizing AI models</a> for specialized enterprise use cases.</li><li>The orchestration of multiple models and humans in the loop to deliver powerful outcomes through large-scale business operations.</li></ul> Invisible’s value proposition lies in our deep relationships with the world’s leading AI model development firms, for whom we provide human-in-the-loop data training that delivers more accurate and helpful models.&nbsp; This unique position grants our enterprise partners a head start in their AI journey with access to the latest thinking in AI and deep expertise in the most powerful models, allowing us to craft solutions that maximize model efficiency, while negating the need for additional recruitment, team shifts, or tech investments, ensuring businesses are AI-enabled and ROI-focused. <h4>Case Study: Strategic Partnership with a Big 4 Retailer</h4>A retail giant required a precise, high-throughput solution for enhancing product descriptions for its online marketplace. Cluttered third-party data obscured listings from search engines, leaving millions in revenue on the table.&nbsp; Invisible crafted a dual-AI solution combined with human expertise in which one AI model enriched data from scraped content, while another identified and flagged errors. Errors were then refined by human experts. The outcome? Invisible enriched a vast product range swiftly, surpassing other solution providers. The retailer witnessed a staggering 9x ROI within a month. Ready to harness AI's power for your enterprise? Discover how Invisible can be your strategic partner <a target="_blank" rel="" href="https://www.invisible.co/ai/">here</a>.

Overcoming the AI Talent Scarcity Problem Requires a New Approach for Enterprises

A pre-trained large language model (LLM) will only support small-scale generalized tasks. For an enterprise deploying an LLM to perform a specialized task like answering patient inquiries, generic responses aren’t enough.An enterprise-scale use case requires a model that is fine-tuned on a substantial amount of human-generated data specific to that need in order to create value. Otherwise, enterprises deploying generalized models risk overinvesting in a tool that under-delivers.While orchestrating the creation of a fine-tuning dataset is costly and complex, enterprises investing heavily in an AI model can’t afford to not fine-tune it. In fact, <a target="_blank" rel="" href="https://fortune.com/2022/07/26/a-i-success-business-sense-aible-sengupta/">80-90%</a> of enterprise AI projects reportedly fail because they either can’t reach or progress beyond the proof of concept phase, suggesting that models aren’t performing as desired.In this blog post, we explore how LLMs are pre-trained and why fine-tuning is a critical stage in enterprise AI deployment. Let’s dive in.<h2>How LLMs are Pre-Trained</h2>Large language models are pre-trained on billions of unlabeled and unstructured data points. In order to make sense of that data, the model needs to undergo a process of machine learning.There are three main types of machine learning that do this:<ul><li>Supervised Learning: The model learns from provided examples of inputs and their corresponding outputs, much like a student learning from a textbook with solutions.</li><li>Unsupervised Learning: The model finds patterns or groups within the data on its own like a child sorting toys without being told specific categories to sort them into.</li><li>Reinforcement Learning: The model learns by interacting with an environment and receiving feedback (rewards or penalties) for its actions, similar to teaching a pet new tricks with treats or scolding.</li></ul>For an LLM, the overarching goal of these techniques is to create new data or content that is coherent, realistic, and aligns with the characteristics of the training data. Because the training data comes from such a broad source (the internet), the end state constitutes a vanilla model that can only perform generalized tasks.<h3>Why Vanilla Models Need to Be Fine-Tuned</h3>Vanilla models on their own can perform small-scale business tasks like content generation. An enterprise-scale task would instead be a complex process involving multiple points of specialized outputs from a fine-tuned model, which requires the safe handling of proprietary data.Think of a vanilla model as if it were a new hire at your company. It’s unlikely that a new employee would be expected to perform high-value, domain-specific tasks prior to onboarding, training, and on-the-job experience.Like a new hire, a vanilla model falls short of meeting most enterprises' needs right out of the box for the following reasons:<ol><li>Lack of Specialization: Vanilla models are general-purpose and basic. Business problems, however, come with specific challenges and nuances that require specialized knowledge to address those challenges effectively.</li><li>Limited Adaptiveness: While they might work well for basic or introductory scenarios, a vanilla model won’t adapt well to diverse or unseen data. Businesses operate in dynamic environments where data can vary widely, and a model's (and an employee’s) ability to adapt is crucial.</li><li>Lack of Explainability: In business contexts, being able to explain why a specific prediction or classification was made is just as important as the output itself. Stakeholders might need to explain these decisions to others in the organization, customers, or even regulators. Newcomers and vanilla models don’t offer this level of interpretability.</li><li>Compliance Concerns: Especially in sectors like finance and healthcare, models must adhere to industry regulations. Models and people need to be trained compliantly, or else an enterprise could be exposed to the consequences of non-compliance.</li></ol><h4> Where Generalized Models Go Wrong </h4>Let’s break down a practical example using a real business use case. In this scenario, a national pharmacy chain deploys a chatbot, based on a vanilla model alone, on its website and mobile app.The chatbot is designed to assist users in understanding their medication, its side effects, interactions with other medications, and general health advice. Because the model hasn’t been fine-tuned, the pharmacy chain runs these risks:<ul><li>Vanilla LLMs may be able to provide generalized medical information, but can’t accurately represent specific dosages, contraindications, or recent medical findings that illuminate health risks to patients.</li><li>The model may fail to catch nuance within the context of a user asking about medications or describing symptoms, leading to incorrect or inappropriate medical advice that exposes the company to legal concerns.</li><li>Foundation models are meant for generalized audiences, and will likely lack the sensitivity needed to appropriately interact with a patient in distress.</li></ul>A foundation model may be more likely to inadvertently misuse a patient’s health data, harming their privacy and exposing the company to even more legal concerns.Realizing that such a model threatens to erode patient trust and do more harm than good, the pharmacy chain may reach a point where they turn away from the model. The solution to avoid limiting the use of these powerful tools is fine-tuning.A fine-tuned model, trained on data produced by experts in the medical field, would comfortably handle patient inquiries and provide better, expert-backed answers. <a target="_self" rel="" href="https://www.invisible.co/get-started/">Speak to our team</a> to learn more about how we fine-tune LLMs for specialized use cases and support enterprises in deploying AI models for complex business processes.

Fine-Tuning is Key To Enterprise AI Deployment

The allure of turning AI into a competitive advantage is just too compelling to ignore for enterprises.&nbsp; That’s why many of them are either thinking about, or already deploying, generative AI in some form. However, as the <a target="_blank" rel="" href="https://invisible.co/blog/overcome-ai-talent-scarcity/">level of AI adoption</a> within these enterprises increases, executives are finding the implementation has more challenges than they anticipated. Overcoming the operational roadblocks that come with AI deployment is the difference between a blue ocean of opportunity and a minefield of problems and costs that impact the ability to deliver ROI.&nbsp; In this blog post, we unpack the enterprise AI journey, identify common challenges, and explain the importance of human involvement in preserving AI ROI. Let’s dive in. <h2> Snapshot of the AI Deployment Lifecycle&nbsp;</h2> Despite the prevalence of off-the-shelf AI tools, the AI requirements for every organization are different, ensuring that no approach to the implementation of AI looks exactly alike. This means that enterprises are now attempting to customize foundation models like GPT, Llama 2, and Claude for specific use cases.&nbsp; Despite this, we believe that enterprise-scale AI deployment can follow similar checkpoints. Let’s explore what steps organizations need to take in order to effectively adapt these foundation models to their unique operational needs. Below, we’ve mapped out each checkpoint and its scope, the business functions involved, and the roadblocks they might encounter.&nbsp;1. Identify Problem<ul><li>Scope: Defining the business challenge or opportunity where AI can be leveraged.</li><li>Potential Roadblocks: Lack of clarity or consensus on the problem.</li><li>Business Units Involved: Executive Leadership, Strategic Planning.</li><li>Inputs Required: Comprehensive understanding of business objectives, industry challenges, and potential AI capabilities.</li></ul>2. Collect and Prepare Data<ul><li>Scope: Gathering, cleaning, and organizing data relevant to the problem.</li><li>Potential Roadblocks: Insufficient data, data privacy concerns.</li><li>Business Units Involved: Information Management, Legal &amp; Compliance.</li><li>Inputs Required: Data sources, data cleaning tools, and data privacy guidelines.</li></ul>3. Select Model<ul><li>Scope: Choosing and fine-tuning a suitable AI model.</li><li>Potential Roadblocks: Selecting an inappropriate model, overfitting.</li><li>Business Units Involved: Research &amp; Development, Data Science.</li><li>Inputs Required: Problem definition, data, and machine learning frameworks.</li></ul>4. Integrate via API into Tech Stack<ul><li>Scope: Ensuring the model communicates seamlessly with existing systems.</li><li>Potential Roadblocks: Incompatibility issues, data integration challenges.</li><li>Business Units Involved: IT &amp; Systems, Software Engineering.</li><li>Inputs Required: API specifications, integration tools, and system architecture details.</li></ul>5. Test and Validate<ul><li>Scope: Assessing the model’s performance and reliability.</li><li>Potential Roadblocks: Unforeseen bugs, poor performance.</li><li>Business Units Involved: Quality Assurance, Data Science.</li><li>Inputs Required: Testing frameworks, validation criteria, and performance metrics.</li></ul>6. Deploy<ul><li>Scope: Launching the AI solution in a live environment.</li><li>Potential Roadblocks: Deployment failures, unexpected behavior.</li><li>Business Units Involved: Operations, IT &amp; Systems.</li><li>Inputs Required: Deployment plans, rollback strategies, and operational guidelines.</li></ul>7. Monitor and Evaluate<ul><li>Scope: Ongoing performance tracking and analysis.</li><li>Potential Roadblocks: Inadequate monitoring tools, performance degradation.</li><li>Business Units Involved: Operations, Data Science.</li><li>Inputs Required: Monitoring tools, evaluation metrics, and performance benchmarks.</li></ul>8. Iterate<ul><li>Scope: Making necessary improvements based on feedback and performance data.</li><li>Potential Roadblocks: Resistance to change, lack of actionable insights.</li><li>Business Units Involved: Research &amp; Development, Data Science.</li><li>Inputs Required: Feedback loops, iteration plans, and updated data.</li></ul>9. Scale<ul><li>Scope: Expanding the AI solution across various departments or functions.</li><li>Potential Roadblocks: Scalability issues, inadequate resources.</li><li>Business Units Involved: Operations, Executive Leadership.</li><li>Inputs Required: Scalability assessment, resource allocation, and expansion plans.</li></ul>10. Document, Train<ul><li>Scope: Educating stakeholders, documenting processes, and training users.</li><li>Potential Roadblocks: Resistance to adoption, inadequate training materials.</li><li>Business Units Involved: Human Resources, Training &amp; Development.</li><li>Inputs Required: Training materials, documentation tools, and communication plans.</li></ul>11. Compliance and Governance<ul><li>Scope: Ensuring regulatory compliance and establishing governance mechanisms.</li><li>Potential Roadblocks: Regulatory changes, compliance violations.</li><li>Business Units Involved: Legal &amp; Compliance, Governance.</li><li>Inputs Required: Regulatory guidelines, auditing tools, and governance frameworks.</li></ul>Given that each checkpoint can span weeks or months, executives should anticipate lengthy deployments. Some leaders are even sharing concerns that fully integrating AI into their workflows may take <a target="_blank" rel="" href="https://www.axios.com/2023/08/19/ai-corporate-barriers-cost-data">5 years or more</a>.&nbsp; <h3>The Roadblocks Slowing Enterprise AI Deployment Down</h3>In order for an AI model to be helpful for a business use case, generated outputs must be accurate, actionable, and compliant. To achieve these goals, some steps in the AI deployment lifecycle can be especially challenging for an enterprise to overcome because of their unique requirements.&nbsp; For many enterprises, what stands in the way of a successful deployment: <ol><li>Analysis paralysis: Model selection can grind momentum to a halt for two reasons: new models are frequently becoming available, and a litany of factors like cost, training weights, and model size each complicate decision-making. Without an experienced leader or expert partner, these factors can prevent an AI project from getting off the ground. </li><li>LLMs are prone to hallucinations: An AI model’s efficacy is tied directly to the quality and specificity of the data that it’s trained on. In most organizations, proprietary data is riddled with gaps, inaccuracies, and unseen biases. For successful deployment, enterprise data must be intricately enriched and prepared, or AI outputs risk being ineffective at best, and harmful at worst. </li><li>Integration challenges: Transitioning from legacy systems to AI-augmented infrastructures is like changing the wheels of a moving car. Without extensive (and expensive) overhauls, most of the existing enterprise tech stack will be incompatible with emerging AI technology, making an in-house end-to-end AI solution difficult. </li><li>99.5% accuracy doesn’t cut it: Especially in highly regulated industries like financial services and healthcare, almost perfect isn’t enough. While AI models appear to be increasingly accurate, the margin for error and the high stakes within regulated environments require 100% quality assurance rooted in human judgment. </li></ol><h3>How Keeping Humans in the Loop Maintains AI Momentum</h3>Amid these challenges, human expertise emerges as the linchpin for successful AI deployment. People who monitor the outputs generated by AI can be the failsafe to catch errors that put business-critical processes at risk. To mitigate hallucinations from LLMs, a team of experts can provide several essential inputs: thoughtfully prepared data, reinforcement learning and fine-tuning processes (RLHF, SFT, and model evaluations), and QA - all of which ensure outputs are as accurate and useful as they can be. When disparate technologies do not work together in synergy, people fill in the gaps. If a business process is well-structured, the handoff from AI to the enterprise system to the end user isn’t slowed down by too much friction. And while AI continues to make strides in accuracy, a layer of human judgment is essential for compliance as a last line of defense. Through an agile human-AI collaboration, enterprises can navigate a strict regulatory landscape, harnessing the power of AI while ensuring uncompromised compliance and quality. <h4>Why Enterprises Should Turn to a Strategic Partner</h4>Most enterprises don’t have internal teams available to perform each step of AI deployment and overcome these roadblocks on their own. Instead, they need a strategic partner who has extensive experience with AI to maximize the ROI of their deployment.&nbsp; At Invisible, we use our experience in training foundation models for leading AI development firms to help enterprises deploy AI effectively. We take the following steps to remove operational burdens created by the AI deployment lifecycle: <ol><li>Apply process expertise. We break down complex business problems into their smallest parts and then transform them into structured processes performed by AI, automation, and our global team.&nbsp;</li><li>Leverage relationships with the leading AI development firms. These partnerships give us unique access and insight into the latest models, allowing us to quickly determine the most suitable model for our clients’ needs.&nbsp;</li><li>Our process orchestration engine eliminates integration challenges. It’s no-code and built for flexibility, ensuring we can integrate with just about any contemporary and legacy system.&nbsp;&nbsp;</li></ol> These three capabilities yield AI-enabled outcomes for enterprises. Interested in learning more? <a target="_blank" rel="" href="https://www.invisible.co/get-started/">Speak to the team</a>.

Where Enterprises Lose Momentum with AI Deployment

The growing uptake of AI has led some to suggest it will destroy jobs and contribute to unemployment. However, Invisible Technologies Chief Financial Officer Joe Chittenden-Veal says the reverse is more likely.&nbsp; “Any concerns of widespread job losses are completely overblown,” he argues.&nbsp; “Far from taking jobs, the reality is that the new technology is more likely to usher in a new era of prosperity&nbsp; - driving economic growth, creating new opportunities, and delivering more fulfilling employment.”&nbsp; <h2>A New Wave of Growth</h2>Despite holding this view, Chittenden-Veal acknowledges some workers and sectors will experience short-term pain. “There will be labor displacement over the next few years,” he says. “Especially in sectors where there is a lot of administrative or routine work that can be better performed by AI. Intentional investment in workforce retraining will be crucial for minimizing the harm done by this displacement.”&nbsp;&nbsp; This is supported by <a target="_blank" rel="" href="https://www.goldmansachs.com/intelligence/pages/generative-ai-could-raise-global-gdp-by-7-percent.html">a recent Goldman Sachs report</a>, which states that AI could potentially expose the equivalent of up to 300 million full-time jobs to automation.&nbsp; But this won’t necessarily lead to widespread layoffs, the report found, with two-thirds of all jobs likely to be only partly automated by AI.&nbsp; Moreover, the positive effects would more than mitigate any short-term job losses, with increased AI takeup likely to drive global GDP up by US$7 trillion or 7% and lift productivity growth by 1.5 percentage points over the next 10 years. <h3>Pushing the Productivity Frontier Forward</h3>Chittenden-Veal also points to the many historical precedents that support this view. “History is full of these examples - the mechanization of agriculture, the advent of the motor vehicle, developments in personal computing.” Most recently, Chittenden-Veal notes, the internet has transformed how people gather and disseminate information, making research and communication far more accessible than ever before. “People today are far more productive than 50 years ago,” he observes. “But this doesn't mean there’s less work to do. On the contrary, there’s more work to do because there’s more opportunity for value creation.” “AI is going to accelerate that growth and value creation but not destroy work that needs to be done.”&nbsp; “The amount of work in the world is infinite. There is no ceiling on the amount that can be done. It’s the productivity frontier we keep pushing forward.”&nbsp; <h3>Three Types of Employment AI Will Create</h3>With this in mind, Chittenden-Veal suggests AI is likely to create three main types of employment.&nbsp; The first and most obvious will be those jobs involved directly in building and training AI models. While this group may not account for all the jobs AI will replace, it will still likely be much broader and more diverse than many might imagine. “It won’t just be tech people training AI,” Chittenden-Veal says. “For instance, if a law firm is building a model to review and develop commercial contracts, it will be the lawyers that must train it.” The second group of jobs AI will create are hybrid roles where a skilled or semi-skilled operator works with a model to deliver more efficient, more personalized, or much better outcomes. For instance, in the example above, lawyers will still be needed to maintain and refine any model they develop to make sure it continues to meet the firm’s - and their clients’ - needs.&nbsp; “In this category, you might also have the AI-enabled teacher, who uses a model to deliver a personalized and engaging learning plan to all their students, but who is also needed to oversee that process and deliver help to the students when and where needed most.” The third category of employment, Chittenden-Veal notes, is likely to be the jobs that we simply can’t yet envisage. It’s worth noting that the Goldman Sachs study found that as many as 60% of roles currently performed didn’t exist 70 years ago. These are the roles that can’t possibly be known until the technology becomes more established. “Take, for example, the car,” Chittenden-Veal notes. “Its invention didn’t just create direct employment through manufacturers, service station owners, car dealers, and cab drivers; it fundamentally changed how we lived.”&nbsp; “This led to indirect growth in sectors such as outdoor recreation, retail, and tourism. It also reorganized cities and created new ones - spurring a housing and construction boom in the suburbs.” “Because people could live in bigger houses with more space, it even contributed to the growth of things like household appliance manufacturing because suddenly people had more space.” “These are the kinds of indirect impacts AI will have that we just can’t envisage right now.”&nbsp;&nbsp; <h3>Reimaging the Future of Work</h3>Jay Kumar, SVP of Growth at Invisible Technologies, says that corporations and individuals must also make a call on how they intend to capitalize on the efficiencies AI brings. “Essentially, we’re going to face this situation where humans get the best, most interesting work, and AI eventually does everything routine or mundane.”&nbsp; But even this will bring its own challenges, Kumar says because <a target="_blank" rel="" href="https://www.7pace.com/blog/how-much-work-can-you-really-get-done">studies</a> show professionals only have so many productive hours in a day, and most days are filled with busy work. “The question is whether we decide to go down the route of working fewer hours - such as the Four Day Work Week - or whether we continue the same work patterns.” “Beyond that, people and companies need to make a call on what AI should be allowed to do and what it shouldn’t. Human judgment will always need to be part of the equation here too.”&nbsp; &nbsp;&nbsp;

AI Enablement

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