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1 Top AI Stock to Buy and Hold for Decades

Artificial intelligence (AI) is expected to create new industries, make existing ones more efficient, and generate revenue from new businesses that could create a $13 trillion market by 2030, according to research by consulting firm McKinsey &

It listens to a user's voice commands to search the Internet, find files, track packages, check the weather, and set reminders.

Google Assistant is becoming an increasingly important AI tool for Alphabet, as more people (especially younger ones) opt to use voice commands on their phones rather than typing.

Alphabet bought DeepMind, an artificial intelligence company, back in 2015 and the company has used it, in part, as a way to improve healthcare.

For example, DeepMind algorithms have analyzed anonymized data from the Department of Veterans Affairs to help predict whether patients could have dangerous kidney damage.

The company has completed 10 million miles of autonomous driving on public roads and 10 billion simulated miles.

Waymo is one of Alphabet's biggest commercial bets on AI, in part because global autonomous-vehicle sales are expected to reach 33 million vehicles annually in 2040.

The good news for investors is that Alphabet has diversified how it uses AI across many different businesses and industries, making it more likely that the company will eventually be able to benefit from artificial intelligence.

Building the AI-Powered Organization

We’ve surveyed thousands of executives about how their companies use and organize for AI and advanced analytics, and our data shows that only 8% of firms engage in core practices that support widespread adoption.

Firms struggle to move from the pilots to companywide programs—and from a focus on discrete business problems, such as improved customer segmentation, to big business challenges, like optimizing the entire customer journey.

While cutting-edge technology and talent are certainly needed, it’s equally important to align a company’s culture, structure, and ways of working to support broad AI adoption.

Having business and operational people work side by side with analytics experts will ensure that initiatives address broad organizational priorities, not just isolated business issues.

Diverse teams can also think through the operational changes new applications may require—they’re likelier to recognize, say, that the introduction of an algorithm that predicts maintenance needs should be accompanied by an overhaul of maintenance workflows.

The new system rapidly analyzed the vast range of scheduling permutations, using first one algorithm to distill hundreds of millions of options into millions of scenarios, and then another algorithm to boil down those millions into just hundreds, ranking the optimal schedules for each participant.

(Our research shows that the majority of workers will need to adapt to using AI rather than be replaced by AI.) When a large retail conglomerate wanted to get its employees behind its AI strategy, management presented it as an existential imperative.

In sharing their vision, the company’s leaders put a spotlight on workers who had piloted a new AI tool that helped them optimize stores’ product assortments and increase revenue.

For example, if a company has relationship managers who pride themselves on being attuned to customer needs, they may reject the notion that a machine could have better ideas about what customers want and ignore an AI tool’s tailored product recommendations.

The bank created a booklet for relationship managers that showed how combining their expertise and skills with AI’s tailored product recommendations could improve customers’ experiences and increase revenue and profit.

In one of our surveys nearly 90% of the companies that had engaged in successful scaling practices had spent more than half of their analytics budgets on activities that drove adoption, such as workflow redesign, communication, and training.

Automated processes that don’t need human intervention, such as AI-assisted fraud detection, can deliver a return in months, while projects that require human involvement, such as AI-supported customer service, are likely to pay off over a longer period.

An Asian Pacific retailer determined that an AI initiative to optimize floor space and inventory placement wouldn’t yield its complete value unless the company refurbished all its stores, reallocating the space for each category of goods.

The tool provided only a small fraction of the total return anticipated, but the managers could get the new items into stores immediately, demonstrating the project’s benefits and building enthusiasm for the multiyear journey ahead.

Often leaders simply ask, “What organizational model works best?” and then, after hearing what succeeded at other companies, do one of three things: consolidate the majority of AI and analytics capabilities within a central “hub”;

One consolidated its AI and analytics teams in a central hub, with all analytics staff reporting to the chief data and analytics officer and being deployed to business units as needed.

Our research shows that companies that have implemented AI on a large scale are three times as likely as their peers to have a hub and 2.5 times as likely to have a clear methodology for creating models, interpreting insights, and deploying new AI capabilities.

We’ve seen many organizations squander significant time and money—spending hundreds of millions of dollars—up front on companywide data-cleaning and data-integration projects, only to abort those efforts midway, realizing little or no benefits.

In contrast, when a European bank found that conflicting data-management strategies were hindering its development of new AI tools, it took a slower approach, making a plan to unify its data architecture and management over the next four years as it built various business cases for its AI transformation.

To encourage customers to embrace the AI-enabled services offered with its smart, connected equipment, one manufacturer’s sales and service organization created a “SWAT team” that supported customers using the product and developed a pricing plan to boost adoption.

By concentrating its data scientists, engineers, and many other gray-area experts within the hub, the company ensured that all business units and functions could rapidly access essential know-how when needed.

For example, an organization might have high business complexity and need very rapid innovation (suggesting it should shift more responsibilities to the hub) but also have very mature AI capabilities (suggesting it should move them to the spokes).

Each generally includes the manager in charge of the new AI tool’s success (the “product owner”), translators, data architects, engineers and scientists, designers, visualization specialists, and business analysts.

For example, at the Asian Pacific retailer that was using AI to optimize store space and inventory placement, an interdisciplinary execution team helped break down walls between merchandisers (who determined how items would be displayed in stores) and buyers (who chose the range of products).

By inviting both groups to collaborate on the further development of the AI tool, the team created a more effective model that provided a range of weighted options to the buyers, who could then choose the best ones with input from the merchandisers.

To this end some are launching internal AI academies, which typically incorporate classroom work (online or in person), workshops, on-the-job training, and even site visits to experienced industry peers.

Here the focus is on constantly sharpening the hard and soft skills of data scientists, engineers, architects, and other employees who are responsible for data analytics, data governance, and building the AI solutions.

Strategic decision makers, such as marketers and finance staff, may require higher-level training sessions that incorporate real business scenarios in which new tools improve decisions about, say, product launches.

They regularly meet with staff to discuss the data, asking questions such as “How often are we right?” and “What data do we have to support today’s decision?” The CEO of one specialty retailer we know is a good example.

One airline company, for instance, used a shared scorecard to measure rate of adoption, speed to full capability, and business outcomes for an AI solution that optimized pricing and booking.

The CEO of the specialty retailer starts meetings by shining a spotlight on an employee (such as a product manager, a data scientist, or a frontline worker) who has helped make the company’s AI program a success.

For instance, he promoted the category manager who helped test the optimization solution during its pilot to lead its rollout across stores—visibly demonstrating the career impact that embracing AI could have.

Since their sales incentives were also closely tied to contracts and couldn’t easily be changed, the organization ultimately updated the AI model to recognize the trade-off between profits and the incentives, which helped drive user adoption and lifted the bottom line.

As they work more closely with colleagues in other functions and geographies, employees begin to think bigger—they move from trying to solve discrete problems to completely reimagining business and operating models.

Companies that excel at implementing AI throughout the organization will find themselves at a great advantage in a world where humans and machines working together outperform either humans or machines working on their own.

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