So, you think you have an AI strategy? Think again.
Figure 13: Example of Simple Scorecard for Characterizing Social Impact of AV
identifying blind-spots and ways to mitigate
risks.
C ONCLUSION & R ECOMMENDATIONS
We recommend a two-part adaptation of an
AI strategy. In part one, we recommend
integrating open strategy and design
thinking processes and practices into
technology strategy activities aimed at
characterizing the social impact of AI.
Traditional or classical strategy includes
internal representatives, is need-to-know, is
closed off to external stakeholders and is
sourced with senior managers and
executives. In contrast, Figure 14 shows how
open strategy is open and transparent to
participation to internal and external
representatives and can be sourced with
front-line and mid-level staff.
Integrating open strategy and design
thinking processes and practices as well as
utilizing SIFA to characterize the social
impact of AI/AVs indicates that there are no
easy answers on the social impact of AI.
Despite this, benefits for an organization
include: A) an opportunity for quantitative
and qualitative analysis and synthesis on
factors it views as most important; B)
creating a common mental model for
internal and external stakeholders on where
and how a perspective or position was
derived; C) inclusion of non-traditional
stakeholders, such as citizens of a respective
community, to create buy-in and support for
the vision and opportunity as well as
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