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A new mantra is gaining momentum in the race to adopt enterprise AI: 'go slow to go fast.' It might sound counterintuitive, but a closer look at the emerging strategy reveals an increasingly familiar theme, and one that many industry experts already accept as gospel truth. For advanced AI deployment to be successful, a solid foundation is key.
To learn more, we spoke with Kevin Shuler, Owner and CEO of Quandary Consulting Group, where he leads a team of low-code experts specialized in scaling businesses by improving systems and workflows with AI. Having spent most of his career at the intersection of business operations and IT, Shuler has developed a uniquely pragmatic view on the topic of technological change.
Digital transformation on steroids: From Shuler's perspective, AI is simply the next evolution of a challenge business leaders have already faced for decades. Only now, the stakes are higher and the speed is faster. "This is the next phase of digital transformation on steroids. Most of the limitations are related to process and data, as well as understanding hallucinations. Mistakes are inevitable, which means all AI outputs still need to be validated."
Instead of giving organizations a pass to skip the hard work, AI makes that foundation more critical than ever, Shuler said. Ironically, in the age of automation, success is most often found in the unglamorous discipline of process rigor and data hygiene.
More governance, not less: Shuler identified foundational challenges like data formatting and cleansing prerequisites as holding AI back. Following governance and security protocols is critical now more than ever, he said. "If you're sharing proprietary information with large models that aren't yours, that's no different than leaking it to the press. For public companies, that means even more scrutiny to avoid accidentally using public tools on a personal account."
With a solid foundation in place, focus shifts to the human element. AI’s greatest promise, according to Shuler, is not replacing people but freeing them from repetitive tasks to focus on the creative work computers currently can't do. But realizing this vision often depends on the strategy and transparency of the leadership involved.
The risk of secret strategies: Shuler cautioned against behind-closed-doors strategies and especially those aiming to replace people. "If your end goal is to replace employees, don't expect the end users to adopt it. More than likely, they can see the writing on the wall."
Finding value in vision: From a strategic perspective, he recommended narrowing focus to what fits the company's vision. "Stay on top of the technology, not the trends," he advised. "Don’t get distracted by the one-size-fits-all promises or solutions that blend tools without a whiff of strategy." Instead of chasing shiny objects, Shuler said, the real question is: Does this initiative actually drive value?
Ultimately, conversations about AI are becoming ones about finance. As massive bills for AI services start landing on desks, the initial excitement is quickly replaced by intense financial scrutiny.
The new cost equation: Some companies already spend more on AI than necessary. "We’re essentially replacing employee salaries with monthly AI bills at a mostly commensurate rate. At some point, it begs the question: Where is the scale cost comparison, and how does that fit in?" According to Shuler, more scrutiny from CFOs and CIOs is inevitable as a result. "If an initiative costs X amount of dollars and I'm only saving 20 percent, it just doesn't make sense."
Shuler’s final charge to executives was a counterintuitive mantra for the AI age: slow down. True, sustainable progress comes from not rushing to deploy the latest trend, he concluded, but from patiently building an organization that's ready for it. "The go slow to go fast mentality is more important now than ever. Take the time to do the foundational work. Being AI-ready will give you solid data, solid people, and solid processes first. Then, you can bring in advanced technology to make it a force multiplier."
