I’ve been in the technology sphere for more than 25 years, and I can’t remember seeing a technology so effective in augmenting human expertise to tackle previously unsolvable challenges in a logical, sequential way.
AI is a significant focus in the Gartner® Top Strategic Technology Trends for 2025. On agentic AI, for example, it notes that the technology “will enable organisations to transform the nature and efficiency of work, process and decision-making.”
GenAI’s application is already widespread. For some time now, AI-driven chatbots have been used in customer support for case handling and shopping assistance to improve customer satisfaction and operational efficiency. More recently, in specialised industries such as pharmaceuticals, the technology is accelerating drug development processes and improving the efficiency - and speed - of research.
In the past, being second or third to market still left room for success. GenAI changes that. Private equity and venture capital firms are now actively seeking platform players to disrupt traditional sectors. Organisations are increasingly going to need to look beyond immediate competitors and anticipate future changes to defend against a new type of challenger.
We’re already working with organisations in various industries to transform client onboarding experiences, using multimodal models and agents to reduce friction points and simplify interactions. While many continue to focus on cost, ease of use and user-friendliness are becoming increasingly critical and challenging the notion of unwavering customer loyalty.
This dynamic between incumbents and new entrants is set to become a fascinating aspect of the AI evolution. While established companies have the market power, expertise, and resources, they also face a daunting task of re-engineering their complex organisations to fully reap the benefits. New entrants tend to be more agile. They’re often able to embrace new AI solutions and use cases to disrupt traditional markets without the burden of legacy systems.
There are similarities with how organisations reacted to the appearance of cloud technologies. Pioneers saw a significant first-mover advantage, with some of the biggest software companies in the world today built off the back of that strategic decision. Conversely, many incumbents were slower to react. While some of them managed to pivot and succeed, others fell by the wayside. This time round, incumbents will need to think through this dilemma - how much do they need to disrupt themselves before they’re disrupted by the insurgents?