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Other than that, the survey presented the percentage of companies already working with data, and how many of them have Artificial Intelligence initiatives. The complete results are below:

74% work enough with data and analytics to take advantage of all data-driven technologies, such as those related to artificial intelligence.
64% are already implementing initiatives related to artificial intelligence.
57% already took artificial intelligence to the board of directors or equivalent body.
72% have clear key performance indicators (KPIs).
59% of leaders use KPIs to change their management style.
74% invest in better machine learning applications to develop better KPIs.
The high percentages reflect well the selection of people who participated in the event. They represent large companies that want to be at the forefront and move to meet, process, and execute new technologies within their teams.

The strategic vision is clear both in the numbers and in the eyes of the men and women who composed the room.

Even with the event’s avant-garde nature, the speakers made a uk cell phone number list point of remembering important aspects that go unnoticed in this search for innovation.

Michael Schrage Draws Attention to Key Performance Indicators (KPIs)
MIT participants
The three Frontiers #1 speakers in a Q&A session (Photo: MIT Sloan Management Review Brazil/Reproduction)
The first speech of the day was given by Michael Schrage, a researcher at MIT for more than 30 years. The leader in innovation thought has provided Embraer consulting services and has also been a security consultant for the U.S. government.

In his presentation, entitled “The Next I.T: Innovation Transformation”, he asked the audience to pay more attention to their companies’ KPIs.

In addition to the importance of knowing what is to be measured, processes need to become a virtuous cycle. Measuring is only the first step of any Key Performance Indicator.

In the KPI feedback, you start with measuring and then move on to innovation, propagation, and strategy.

The speaker’s sense of humor softens the hard message: there’s no point in going after technological innovation and looking vaguely at numbers or, even worse, not having them well-defined.

This is the only way to make human assets understand the goals of the organization.