So how does Elon Musk manage his time? Is it AI? Come join us and find out. Hi everybody, welcome to another episode of ClickAI Radio. So Mr. Musk, how do you do it? Calling out Mr. Musk. All right. So of course we've I'm sure all seen the video where it talks about how he manages his time, he manages his time, apparently using timeboxing. And on some of these reports that I've seen, he says he spends 80% of his time doing engineering design work. That's pretty amazing. And that, some have said that he manages time down to five minutes slots, holy chicken soup, that's pretty tight. So what it means is that he plans out his whole day on five minute increments, that's quite the level of planning. I don't know for sure if that's what he does, but time boxing. So apparently what you do with time boxing is, as you plan it out, you put it on a whiteboard or a note paper, whatever. And then of course, you fill out the time that you think it's gonna take to get that done. All right. Now, of course, there's some fallacies and problems with this right? One of those is, as humans, we seem to overestimate. We're overly optimistic, I should say in terms of how long things will take, we think it might take 10 minutes to do something. In reality, maybe it's 20 minutes, right? And of course, there have been studies that talk about people tend to choose the best case scenarios, right? When we're, when we're allocating our estimates for time. This, of course, makes timeboxing really difficult, which would look like if you had a piece of paper, a series of time slots at some increment. Now, apparently, five minutes for Mr. Musk, I would do more like 15 minutes. But hey, who knows? In any event, so when you come up with those, one of the challenges is, how can I improve my accuracy for that? Turns out, there's some tools out there today to sort of help you do this toggl, t-o-g-g-l is one of those tools to help you track your time and see how things are gone. This can of course be painful to do. I listened to one guy, he has a technique where he asks you to go through and describe everything you did for two for two weeks. So every day you write down on a piece of paper for two weeks what you did. And then at the end, he calls it a time study at the end of the two weeks, and you really kind of have a sense of where you're spending your time. And I've talked to multiple people that have done this. And they all complain about it saying what a total pain. And yet how revelatory and insightful it is when you start to see some of the areas that they're spending their time that actually was, was lost to them, right? lost productivity and things that are meaningful and useful. Of course, one of the big objections to time boxing, which says, I'm going to plan out my day on some sort of increment and for each increment, here's here's a box of what I'm doing. One of the objections is around interruptions, right? So let's say you had planned out your entire day for that. Now, how do you deal with the interruptions? I know some people to deal with that. They'll create two columns. They'll have one column that says, here's the my original plan. And then and then they'll have another column, which is the revised plan, right, which Well, here's really what happened, right? thought I was going to be doing this activity of this task. Turns out, I did something else because I was interrupted. I think it was Dwight Eisenhower. That said, planning is everything but plans are nothing. Well, so of course the bottom line is we need to be able to pivot in order to adapt and adjust certainly. And of course, we need to avoid over scheduling too because some also have said that the more you try to do, the less you will accomplish. I think there's something to that. If I context switch too much, man on a five minute increment. Wow, Mr. Musk, if that's true, hats off to you. Five minutes in That's that's that's pretty tough to context switch constantly like that. I think that might be some overscheduling. Who knows? Well, that's why he's where he is, I suppose. Others have said that the way in which they plan, they'll organize it based on the intent for their business. So they'll plan tasks and activities in the morning, that have to do with money generation and revenue generation activities, when they're the most fresh. Those are the areas they want to put most of their intellectual capacity to. And so they'll do those types of time boxed activities in the morning. And in the afternoon, it's more cost management expenses, things on the cost side of the balance sheet, that's interesting technique, then I started to look into AI for time management, you've probably seen there's an app out there called timely think it's from a company called memory AI Anyway, you can download, I think the way it works is you download it onto your Mac or your Windows computer, you start connecting it to your Google calendar or other calendars. And over time, you start training the AI to start recognizing how you're spending your time, and you ultimately are teaching the AI model, something about your work schedule and the way your time is being spent. Now, why would I even talk about time management? What does that have to do? Well, one of the things I've noticed is that, given the increased demand, of course, on SMB owners, finding ways, obviously, to optimize our schedules is certainly important. But the real reason is, many view activities to transform their business as too much of a stretch, right? Because we're so busy running around just keeping the lights on as a small to medium business owner, who can think about adding more activities to our days. So you know, things like, hey, maybe I can improve my decision making by looking at more analytics, right? Or, hey, I could spend some extra time making changes to my business processes through AI insights. Yeah, sounds interesting, but also sounds like, hey, you're being told to take your vitamins. And who wants to do that, right? That's not too exciting. So what you really need to do my experience with his bins is we need to find what's the real business cause, or the motivation to do something like that, right? So sometimes it might be competitive pressure, or it might be a business model threat, right? Or might be growth goals or, or even cost pressures. And when something like one of those is understood first, then finding the time by doing some kind of time analysis helps us to free up the cycles to address this. So I kind of have to find the why right? Why is it that I would do this? What is it that's pushing me, right? And lots of times as humans will move away from pain faster than will move towards a goal. So if you can find, where's my pain point, my business? What is it that would drive me and give me the motivation to make this kind of adjustment, then I can start finding the business context, where I'll start making the changes then to leverage new techniques such as putting AI into your business. I was talking with a large retail organization not too long ago, they said that, before the covid 19 pandemic, they had discussed providing curbside service, right. But at the time, the estimates in the organization, they said it would take about two years to roll that out. And then when the pandemic hit, they were able to roll it out in four weeks, right? So suddenly, obviously, there's this, there's this pain, right? There's this pressure, we have to do business differently, the context has shifted. So finding the motivation, then allowed them to find the time and then suddenly, a lot of the red tape and other things move out of the way. So find your motivation for change as a business owner, right? Then find the time to pursue the change. Those are the precursors for most organizations to pursue an AI strategy. Now many times of course, like I said, we move away from pain more quickly. So where does your business hurt? And then let's get AI on the job. All right, everybody. Thanks for joining and until next time, find your motivating factors to set aside the time to apply AI in your business. Thank you for joining Grant on ClickAI Radio. Don't forget to subscribe and leave feedback. And remember to download your FREE eBook visit ClickAIRadio.com now.  

Financial Investing Radio

FIR 132: Does Elon Musk REALLY Use AI To MANAGE HIS TIME ??

In this episode, we take a look at the skills gap that's really affecting your business. Welcome everybody to another episode of ClickAI Radio. All right. So in overcoming the lack of skills in your business, now I'm going to start with, with the focus on AI itself, right, and what that looks like. And I'm going to pull here from certainly my own experiences, but also this is a report I saw from Deloitte, they had they'd said that, hey, they found that those companies that are seasoned with AI skills, they didn't feel they had a big skills gap. Oh, that makes sense. Right. The other thing they pointed out, though, is that the companies that are doing a lot of AI right now are really focusing more on transformational projects than on cost reduction. So from their perspective, hey, when you're getting started, you're often looking at cost reduction as a way to leverage AI. Hmm, I don't know my experience, I've found that it's been more around sales and say, of course, in the supply chain area, there certainly cost reduction there. So all right, that makes some sense. It also said that they broke it into three categories. There were those companies that were seasoned with AI, then the other categories are skilled with AI, and then the other word, the starters, and said that the seasoned ones are of course relying on their own internal skilled resources, had stair season, I guess, by definition, whereas the starters, were leaning more on other companies, right, they're outsourcing some of the AI itself. A couple other points here from this report. So they indicated that two thirds of the seasoned adopters are currently training their developers to create new AI solutions. They're providing more training for more of their employees to do AI work. So rather than leaning away from it, they're actually leaning more into it, because of some of the benefits that they're pulling from it. In another report, this comes from the hill, they said, like there's concerned about AI, an AI workforce, specifically shortage, an AI workforce shortage in the United States becoming a top national security priority. And there are some calls for some legislative action. They're trying to compete with other countries like China and others. But you know, some see little data on the actual AI labor market dynamics, is it really, is there really a workforce shortage? And if so, what does that look like? Now? How do you even quantify that, so you have to back up and think about the skills of AI itself. Now, given that my intent here is true to target and speak with the small to medium business owner, for the most parts, I'm never gonna say go build your own data science team, it's too expensive, as well as you're not going to get the ROI on it. As we all know, we saw that report from MIT last year. That said, Only 10% of companies that are building out their own teams like this are actually achieving achieving the financial results. So we're not we're not going to focus on that, rather, I'm going to target let's go after another approach. There's certainly a shortage of AI skills in the US, right? But hiring your own team to do that isn't going to be the best way. So if you use an AI service and rent the capabilities to get the insights at a fraction of the cost, then if there's not an AI skills gap from your, from your organization, excuse me, then what really is the gap that you're facing? what's what's missing, in terms of you achieving the effects. So the benefits of AI? Well, there is still a skills gap. And the skills gap, though, comes in areas that are not too strange sounding to us. In other words, it's not going to be hey, can your can your particular business analyst deal with, you know, logistic regression algorithms? No, no, no, that that's for the AI people to figure out but as a small to medium business owner, you don't worry about that part. But there are some skill sets that you do need to have or strengthen in your team in order To be effective with leveraging the effects of AI, so I'm going to pull from this report this comes from, from go scale, excuse me, yeah, go go skills excuse me, they they reported that there were three hard skills lacking in recent graduates. This is interesting, right? And it's stuff you already know, right? It's writing proficiency, public speaking, and data analysis, let's apply this to AI, right. So as a small to medium business owner, you want to play AI, you don't need to go deep on all the AI skills. But what you do need to go deep on is your ability to leverage those insights into your business. And that's where you need to spend the time building up your team. Let's look at writing proficiency, Well, certainly AI does a great job at identifying those things that our our brains can't see. So it's also critical that we describe meaning we can write down what the business problems are, and what the challenges are. So writing proficiency does affect the ability to properly point to and use and therefore adopt AI in your small to medium business, public speaking Well, this, of course, dramatically affects your ability to communicate. But specifically, the ability to communicate the transformation, the iterative transformation that your business goes through, when you apply AI, you know, you never apply AI, once you apply it, make a couple small steps, and then apply it again, you do it incrementally, but you also need to be able to communicate, what's the journey that we're on? Alright, so public speaking, whether that's external to your customers, where they're seeing the impacts of this, or internally, the ability to speak is critical. And then third, here was data analysis. And of course, you know, the ability to create insights on your data, use an Excel or whatever other tools, tableau, etc. Those are certainly critical. But in this case, they're critical to help point out that there's a case for AI. Let me let me illustrate that. I was talking with a business executive actually, just last week, who made a statement that although his engineers could do data analysis, they had that skills to use the you know, the various tools to do that. They could not estimate their supplier forecasting, because the data was spread out across so many systems and was so many levels deep, that just the the, you know, analytics tools couldn't actually give them the insights they needed. This is a great place for AI to step in, right. And they were wise to recognize the limits of the data analysis and said, we're not solving the problem, right, the data spread out too much. And so they saw the opportunity for AI to help out. So yes, be skilled the data analysis, but also be skilled at knowing what its limits are. Right. So those are three hard skills that your teams today already have, but course need to strengthen and bone up on. Let's look at some soft skills that was reported out here by this ghost skills report. The five most lacking soft skills in employees they pointed out was number one, critical thinking and problem solving. Number two, attention to detail three communication for leadership and five teamwork. All right, so let's let's just pull these apart here real quick. So critical thinking and problem solving, obviously selecting the right use case to apply AI to solve business problems. That is critical fact that thinking is so critical that we've seen multiple failed AI use cases in the market, right? And of course, it gives a black eye on AI, right? It's like Oh, you're applying AI how you're doing what with it? No. So stay is a small to medium business person stay in the guardrails of sales, use cases and supply chain use cases, right? Look in those areas. And don't go outside of that elite, at least for now. Alright, as AI matures and grows. And as you feel like hey, you've got a handle on this, then certainly go wider. But for now just focus on in those two areas. Number two, the attention to detail. Well, I'm an admitted nerd, and it's so it's easy for some of us to pay attention to detail. But this in fact, becomes our weakness at times, right? We, we can't always see the business problem. So it's critical to help your people certainly have attention to detail, but also be able to step back and look at the context of that. And then this third bucket here communication, leadership, teamwork, you'll need to apply AI transformation as a team, alright, it's because it will affect business processes as you transform your business getting the insights from AI. So it turns out that your organization already has the fundamental skills for AI, not to build your own data science team, but rather to apply the resources. But what it means though, is that you need to strengthen those current skills so that you can be more successful at applying. All right everybody. Thanks for joining and until next time upskill your team to leverage AI services to transform your business. Thank you for joining Grant on ClickAI Radio. Don't forget to subscribe and leave feedback. And remember to download your FREE eBook visit ClickAIRadio.com now.

FIR 131: The Skills Gap REALLY AFFECTING Your Business !

In this episode, we take a look at the AI hammer that's looking for a nail. Hey, welcome everybody to another episode of ClickAI Radio. So I was talking with a group of technical people recently. And they talked about a very cool solution that they prepared. So I asked this question I said, so which part of your business will this benefit? And they said, well, we're still trying to figure that out. I said, Oh, you've got a solution looking for a problem. Is that exactly. I said, Well, you know, if you're not careful, AI can turn out to be the same thing, right? One of the biggest mistakes you can do with AI, in fact, this happens quite often is it's the tendency to create AI solutions. without sufficient understanding of the business problem. Everyone gets excited and enamored about the technology, well, maybe not everyone, but some do. And so it turns out that a crisp definition or description of your business problem is of course critical. However, as you know, with AI, you can, you can do a bit of both, in fact, that encouraged both, it kind of looks like this. So start by building your AI solution. And what you do, the reason you do that is you run it against some of your data. And it gives you a sense, without any sort of tutoring or guidance on your part, it gives us a sense of identifying what it can see, right, and what it does is, it lets you understand the potential areas or problems that the AI can start providing answers to. So with those kind of insights, initial insights, you can go back to the drawing board and rethink the kinds of problems which may be addressable with the kind of data that you have, that's actually really critical to do early on. Some groups will spend a lot of time doing lots of data curation, cleaning stuff up over long periods of time. And the whole time, the other hand is saying, Oh, these are the problems, we want to go solve with it. And then the two don't meet, right, you don't have the kind of information that's even needed, that AI would need to dress it. So what you're really trying to do is an interactive iterative, give and take process, as a way to think about it. Now, I've never seen a situation where the first time the AI solution was created, that it was ready to be used by the business. So you should get that out of your mind. Rather adjust your thinking, to consider discovering what the possible problems are, that can be solved with AI by looking at your data, then go back, evaluate the business problems, and continue to iterate and fine tune that right, you can certainly grow and build on your data set after you do that, but save a lot of time by doing that. All right, well, let's talk about what actually is a more significant and critical way to look at this. So in reality, as you know, most of our businesses have many existing systems, right? And our business information, of course, is spread across the systems with lots of redundant data. Well, we of course, rely on our teams and our brains, obviously, to logically connect the information together on these systems, so that we can have the kind of information that we as humans need in order to make decisions. Now, when we use AI, we want to think about recreating that kind of experience. And you can go through the process, certainly of saying let's integrate all of our systems together. But that can be a real challenge. So for example, let's say that you have three systems. This will be a little bit oversimplified, but let's say you have one system for leads and lead management. Then you have another system for ads and ad campaigns to those leads. And maybe you have a third system that's used for closing sales and servicing. All right, a bit oversimplified, but it's sufficient for the example. So it turns out as you know that your customer Numbers journey unknown to them touches each of those systems. And of course, in many cases, those individual systems provide analytics and insights in their respective rights, which is cool and helpful. But your brain ties that all together into an overarching customer journey or customer lifecycle. So this is where AI can work wonders. So even though these systems may not be connected, or even integrated, using AI, along with some data management, the AI can look across that entire data set from those three systems as one data set, right and view the whole customer lifecycle. So then with that the the AI can identify what are the probabilities that a certain lead will translate into a closed sale, even though your own systems aren't integrated to sport that AI can actually do that work and give you those insights. So you don't need to do that integration in order to make that happen. So I encourage you to focus less on getting all those systems connected, or even transfer, you know, transforming or moving your data to one system that does it all. Certainly, that's good. And there's some benefits of doing that. But the key is, don't focus on getting all those connected, but rather focus more on understanding what the predictive golden nuggets are that are already hiding in plain sight across your integrated data, not necessarily integrated systems, but you integrated data and let the I see that. It turns out that this is a nail that the AI hammer can use. Alright, thanks for joining until next time, everybody. Get a holistic view of your disconnected systems with AI. Thank you for joining Grant on ClickAI Radio. Don't forget to subscribe and leave feedback. And remember to download your FREE eBook visit ClickAIRadio.com now.

FIR 130: Is Your AI Hammer Looking for a Nail??

We take a look at the three things to overcome the FOMO that occurs when you see the one with the most information wins. Hi Everybody, welcome, my name is Grant. So you're growing your business and you're trying to scale. In fact, you even have the data, but you and your executive team might be missing out on profitable insights. Welcome to insight FOMO right. So hey, there was a book written back in 1997 by Stacy M. Clements. I love the title. It was the one with the most information wins. Interesting, right? And in 2012 Tim O'Reilly was an interview think he was talking about his were conference back then. Anyway, he made this comment. The comment was the guy with the most data wins in at the time I think he had referred to a you referred to back then the NBA, you know, the one with the most superstars wins, right? Well, today, the you know, the one with the most data wins in or is it the one with the most insights when right? You might have a lot of data, but you're not able to harvest the power of information out of it. Tim said something interesting, though, back in that interview, what is that? Almost, almost 10 years ago, he said, data is the source of monopoly power. That's interesting, you know, that sort of viewpoint course it means that it leans into the benefits of large companies, right? those organizations that have been developing massive databases over the years. So what does that mean to an SMB, right to a small to medium business that's trying to compete? Well, certainly others think about this, and there's a movement out there called Open Data movement. In fact, if you check out data.gov, you'll see a whole set of free data sets. I don't remember the latest number, but it's 1000s of free data sets that various groups produce and certainly, you know, you know, give away Well, and while some of them have value, I find lots of times it's difficult to contextualize it. For your specific organization. I think the aspirations are great, though. For for people, if you're able to leverage it, then then more parity, of course, I have found that there are three steps to help turn you around or tour turn your company around, as it comes to making data one of your greatest assets, right, let's say you've got insight FOMO, the FOMO is or the fear of missing out is that others are already leveraging and are competing, and maybe even be winning or beating you at this. So what are three things you can do to get in that game? Number one, it's start organizing your information today, right? Your data today sounds simple. But in a previous episode, I talked about some of the things that go into that, take a look at the episode called control your data, or it will control you and that talks about the things to do for this first step number one, number two, well leverage an analytics and AI platform that and the goal here is it's to use a platform that provides I'm going to get nerdy here, the summation of many AI models, because one of the problems when you don't have such a significant set of data, as you might have, let's say, of course, if you're a Google right or a Facebook or who who have you, then it means that you need to do a lot more analysis on this to find those good predictive behaviors on it. Alright, so it's critical that that you don't get caught up in the world of amusing the most accurate data model, you'll actually you lose money in your analytics if you take that approach. Alright, so number two, again, just reiterate, you got to use an analytics and AI platform that leverages and summarizes multiple AI models that helps your predictive behavior even on smaller data sets. And Firstly, As the SMB business owner, you're gonna want to do that. Alright, number three, so you're gonna want to leverage the experiences of analytics and AI teams that are already down the road. So AI is producing the foundation to leapfrog your competition. And in other episodes, I've talked about why what the level of effort is to take on the skills to become a data scientist, right? Or machine learning expert, right? 30, different skills and so forth. It's a lot of work. So don't do that, right. Okay, as the small to medium business owner, leverage the skill sets of others. So let's talk about what's at stake here. If you don't do those three things, and go after that, here's the FOMO part, Okay, I'm gonna lean into some FOMO. What's at stake here is we're trading off these benefits, we're trading off the ability to reduce operational costs. If you do this analytics and AI stuff, right? You actually will reduce operating costs, you're also going to trade off deeper customer engagement. So the ability to get better, customer segmentation is a critical part of this, you're also going to trade off innovation doesn't mean you can't innovate without analytics, and AI, people been doing it for years. But the rate or the pace of it, and the insightfulness of that innovation in terms of being a better predictability in terms of where you should innovate. That's where you're going to trade off. You'll also trade off some top line growth. McKinsey reported, I think this last year, they reported that 20% of the large organizations are increasing their sales Now, using AI. So top line growth is up for grabs. All right. And then last but not least, certainly least in my list here for right now. Competitive posturing, right. This is a leapfrog approach in technology today. And so yes, you will trade off that meaning you will not get as much competitive posturing, if you In fact, don't do the three things that I'd mentioned a moment ago, all right. But to reiterate, some of the tools and techniques right to do this are very expensive. And as a result, it makes it difficult to get the ROI that you need. So this is not about being customer centric. This is about being customer conscious. And that's a critical part of this. So if you're going to do this, make sure that you go after the three techniques that I've mentioned, otherwise, the costs will become prohibitive, and it'll be hard to get the ROI. And again, this is not, hey, we're going to be more customer centric, you can do that without applying these analytics and AI. But if you're going to be more customer centric, or excuse me more customer conscious, that means you're going to iterate on a more frequent basis, you'll be able to look at ways to pivot more as your customers are pivoting, right? You're the ability to anticipate emerging patterns in customer behavior. And a pivot while they're pivoting is key to this, right. So part of this is mindset got to be thinking that way, if that's an important part of your business. Now, this means that you're not only going to be applying analytics to your business, it means AI is informing those analytics. Now, many analytics, as you know, can be backward looking, right? It's a view of what got you to where you are. And that is a helpful view. But when you apply AI to those data analytics with the right platform, again, you're not only going to get the predictive insights, but you're also going to get the insights that are best for your business operations. It doesn't help as a small business owner, if you get some insights that cost so much or require so much change, that your business operations can't even afford to do that. So it's not about just having the most accurate model. It's about having the right model with the right level of predictive behavior that allows you to make incremental steps to move forward. So FOMO grows, of course, as we discover that the businesses around us are preparing the organizations to leverage these capabilities. And let the FOMO begin because that is happening. Now. At the end of the day, you know, the one with the most insights wins, as long as they act on them and stay continuously curious, that is the critical piece. So he can do insights, even if you do all the things I talked about here, but you don't actually act on it and put it into operations, then it becomes a moot issue. All right, everybody. Thanks for joining in for next time, fix your FOMO and start preparing for predictive insights to grow your business. Thank you for joining Grant on ClickAI Radio. Don't forget to subscribe and leave feedback. And remember to download your FREE eBook visit ClickAIRadio.com now.

FIR 129: FOMO - The One with the MOST INSIGHTS Wins !!

In this episode, we take a look at controlling your data. And what happens if you don't! Welcome everybody to another episode of ClickAI Radio. So just about everywhere you go, there is some sort of data being collected on you or about you, right? Whether you're online, walking down the street, wherever it is now, or even driving your car, right? Even, you know, your your mobile device, obviously tracking where you are. And that does sound a bit creepy, right? It brings with it a whole new set of issues. But let's talk about this principle in your business. What kind of information are you gathering in your business? So, you know, for example, do you know what information you are gathering? And do you know where that information is in your business? And do you have duplicated information in your business? And if so, which copy of that data is the correct one? Well, there are some benefits, of course, to organizing your business information. One of the reasons that we do this is to help us understand predictive activities of your customers of your costs, and even of your operational efficiencies. Now, some companies capture a lot of data about you certainly we all know things like Google or Facebook or Apple, how they use the data is really the critical topic. So you'll recall a few years ago, the Attorney General of Massachusetts announced an investigation into Facebook and the data firm, Cambridge Analytica, this was I think, back in 2018. Now, in this case, the allegation was the Facebook data was misused in a political campaign. Now, I'm not here to dispute that. But what I am here to say is that getting control of your data, hence managing it, and using it in ethical ways, to course better serve your customers and improve your business, this is the right thing to do. And that's the area that I want to focus on here with you. So what are some of the activities that you should consider to get control of your data? Well, here's a list of seven items. This comes from lead space, which I mostly agree with. So let's take a look at these seven items. One of those is very first, outline, number one, outline your business goals. All right, so you might choose to increase your sales or, or you might, you know, hey, I want to improve my decision making process in my company. Or you might say, you know, you know, what is the common theme that's taking place across across all of my customers, right, in other words, you might want to improve your customer segmentation or try to find their buying habits and patterns, or perhaps your business goal is, you know, you might want to improve your lead management or, or maybe improve the efficiency of your internal operations. I work with a lot of companies. And one of the common themes that I see across these companies is poor decision making. Now what I mean by that is, it's not that they themselves are making bad decisions, it's that there's not consistent decision making processes and therefore sometimes the decisions are great and other times, maybe not as good. So having consistent insights to guide and influence your decision making process, that's certainly a worthy goal. Alright, so that's number one. So if to get control of the data, my business, think about outlining your business goals, choosing that first number to prioritize data protection and security. Man, we all know about the breaches that we hear and see where hackers get in and take data from organizations. You know, when you talk about data protection and security, no one really wants it or we know wants to talk about it, and until it happens to you, right? So it's not typically that exciting for most but of course, if you don't do it, it's challenging to recover from these data and security breaches. So when you're applying things like AI, it's critical to protect data, as well as information, privacy information about the people themselves. And so this is a really critical area around digital ethics also. Alright, number three, focus on data quality. Now this is a constant challenge, right? controlling the ingestion or the input of your data and its quality, all the way through to consumption is a challenge. I was working with one group and the clerks at the retail stores, they were putting pricing information in a wide range of locations, and it made it very difficult for the business people to run their business. Now today, there are some awesome tools that help to clean and scrub your data. But nevertheless, data quality absolutely critical. So that's number three. Number four, reduce duplicate data. Now, as you know, lots of times we'll have multiple systems in our business, and they overlap in terms of their capabilities and what it is they do and that produces multiple copies of similar data might be customer information or address or what have you. And of course, you know, when you think about that you're struggling with Well, which one of these is the source of truth, right? Which one do I want to turn to and say, This is the master, if you will. So while you might have multiple systems from multiple vendors for your business, it helps to think about your data as a flow through the business like a river, right? So it comes in from data ingestion, to Hey, I'm going to curate it and clean it to him, I'm going to reduce, I'm going to actually get rid of this duplication. And finally, get it to a point where you can do analytics and AI and things like that, to help improve your business decision making now, if you have the ability to reduce the actual number of duplicate or similar systems, that helps tremendously with this as well, certainly can take a lot of money off the table for the business also in terms of expenses. All right. Number five, ensure your data is readily accessible to your team. Well, yeah, what can you say, you know, having the right access controls to the data preventing others that shouldn't get into the data is just common sense. Number six, create a data recovery strategy. It reminds me earlier in my career, I've worked with one client who had a significant system crash. And so they went to their backups. And well, yesterday's backup actually had failed, they didn't realize it. So they went back to the day before and the neighbor and then they went a week back and then two weeks back, and then a month back, they went two months back and finally found a backup that was valid that they could use. And so they lost two months of data had to do a lot of obviously re re entry manually back in those days, right? So of course, it's not just about backing up your data. It's about the recovery. So this is called a data recovery strategy, not just data backup, but data recovery, right? You want to constantly go back and re verify, can I get back to this information? Is it in a valid state so that I can continue to serve my customers? All right. And then last one, last but not least, number seven, use a quality analytics and AI platform for insights. And of course, you know, I got to toss that one in there, right? I'm a fan of good analytics and AI to guide decision making. It's augmented intelligence is the way that we look at it the way I look at it. But at the end of the day, you want your data to unlock the insights and the guidance to propel your business. Alright, so let's take a step back. So these seven steps identify certainly some of the things to do and, and it can feel like a lot of work. And while it can be but think about the other side, if you don't do this, what's the impact, right? While it can impact your business growth, it can impact the quality of the decisions that you're making, it might even impact the security of your business and your data can be compromised or stolen or take your business all the way down. So recently, I was talking with an executive at a major bank, and she made an interesting statement. She said, data is our most important asset. And then she stopped and paused and corrected herself. And she said, No, it's our weapon. All right, that's the power of data. So when you're controlling your data, you're really taking control of your business, which is really one of the greatest assets or might I use the term weapons for your business to help it compete and grow. Alright everybody, thanks for joining. And until next time, get control your data and turn it into your best business asset. Thank you for joining Grant on ClickAI Radio. Don't forget to subscribe and leave feedback. And remember to download your FREE eBook visit ClickAIRadio.com now.  

FIR 128: Control Your Data or IT WILL CONTROL YOU !!

In this episode, we take a look at the anatomy of growing your business one step at a time with AI. Hi Everybody this is Grant, thank you for joining another episode of ClickAI Radio. So when we think about transforming our business, right, any sort of transformation of your business, obviously requires a vision of where you want to go. And certainly a commitment to make that change, of course requires more than that. But those are two fundamental pieces, obviously. Now managing the change, of course, is one of the more difficult tasks for a business owner. Now of all the things that I could change in my business, which one should I pursue? There's always tons to do in our business. And the other question is, how do I even prepare my team to handle the change? And then how do I make the chain stick so that the organization continues with it over some time? Oh, and then one other question, now that we've made the change, what should be our next change? Right? What are we going to change next? If you've ever watched the Star Trek next generation series, I'm clearly dating myself here. If you ever watched that, there was a character on there called data. And data was brilliant. data was an Android. and data knew a lot of facts. He was fully functional in a lot of ways. However, one of data's downfalls was his awareness of how much information to give a person. There'd be times when the captain Captain Picard would ask a question, and data would ramble on with long answers. data would go on and on and on, obviously, being unaware of the human's ability to either remember the information, let alone to be able to assimilate it, and then to act on it. But AI is a bit like data in Star Trek, right? It can, and often does give a lot of information, meaning many, many insights, it can go on and on and on. And not all of the insights are of the same value or quality. Now, while this might seem useful, of course, it's obviously overwhelming. Not long ago, I was applying some AI for a beauty product supplier, and the amount of insights which came from their data was enormous. And the question was, where to start, right? That's a lot. It's too much. any effort, as you know, to improve your business using AI? should start with your business questions first. So it's one thing to just start looking at your business information. But really, you got to start with the question, Where do we hurt? Where are the pain points? What's the vision where we trying to grow? And of course, we still want to leverage AI to discover those things, that it's hard for our brains to see. But this is a critical step, it's a necessary step where we guide the AI in terms of the business questions that we have first, and it should serve as input to where the AI should focus. Now, even when you do that, there are generally many insights which are discovered. So the real question is, therefore what? Let's say that you've done that work, you've got your business questions, you got some AI insights. Now what what are you going to do with all those insights? So it was on this journey, we discovered what we call a smart step. So when you're making an adjustment to your business, right to apply the AI insights, you're looking for the smart step. And a smart step has these characteristics to it, right? It's anatomy includes these things. The impact, the insight needs to have high impact, of course to your business, it's got to have high relevance to your business problem, as well as high probability, right? Not all AI insights are the same level of probability. You want at least those three but in reality, there's one other key point that you want, you need to select a change that your business In this and your team is willing to make, I've seen multiple organizations who go through this process, they get the insights, it's relevant to the business. But you know, this is the way we've always done things, people start thinking, right? Why would we make the change, right? And so this becomes a big hurdle for a lot of organizations. So you apply AI insights using smart steps. And one of the reasons why is not only to deal with all of the mass of information so that we, you know, we don't go through this Star Trek data scenario, right. But it's also to avoid change fatigue, organization can get overwhelmed with too many changes to make. And as a result, it's hard to measure the effectiveness of a smart step if you do too many of them. So in reality, over time, you mold and groom your business in a series of successive smart steps. So the flow looks something like this, you're on your business, which of course, produces business information. And then you analyze your business information, leveraging AI, then you pick one or two smart steps from the analysis, make the changes to your business, that's your sounds easy, doesn't it. And then, of course, you run your business with those changes in you give them time to stick, and then you repeat that process. Now, we have found that this style of iterative and incremental changes to your business, where you leverage the analysis from AI like this, that is sustainable for a business, otherwise, it's too much now, maybe a way to think about it is as a set of stairs that are ahead of you. But in this case, you decide as the business owner how wide each step is, and therefore, by making that decision, you're also deciding the angle of the staircase, by literally changing the course just the width of the step. So for example, you might apply some AI insights as a smart step in your business and execute for six months, that would be the width of the step, right, you're gonna take six months to see the results of this. And then while you're doing that, of course, you are capturing more business information. And now it's time to at the end of that six months, say, we're gonna let the analysis from the AI give us some additional insights. And then we'll pick one or two smart steps, and we'll repeat and apply those, of course, you might decide to make the adjustments on a quarterly basis, it's really up to you. It's your business's ability to handle the change, as well as your ability to respond to disruptive behavior. And so sometimes the change is intentional, right? It's part of our vision where we're going. In other cases, the width of the step, right meaning how long we wait, before we make the next change is placed upon us right there. It is put upon us by other factors, of course, that are outside of our control, might be the economy might be competitors, might be a pandemic, could be legislation, new taxes, whatever it is, so on and so forth. The key is, is to take those inputs that come upon you, and then change the width of your step, right? Don't wait as long and then make some more incremental steps. Do them a little more quickly, and then you might spread it out over time. So I'd encourage you to consider using smart steps to grow your business. It's where you take AI or the insights from AI in bite sized chunks and you decide the size of those chunks. All right, everybody. Thanks for joining and until next time, apply your AI and smart steps. Thank you for joining Grant on ClickAI Radio. Don't forget to subscribe and leave feedback. And remember to download your FREE eBook visit ClickAIRadio.com now.

FIR 127: Anatomy of a Baby Step (SmartStep)

In This Episode we look at the question: When do I start trusting AI? Hi Everybody, welcome to another episode of click AI radio. My name is Grant. Alright, so been looking into this problem around trust. And what is it that gets in the way of us leveraging AI? Well, part of the problem comes from some reports. Right. So we'll look at a couple here. One of those was a report from Pegasus and the other was from pega systems, I should say, Now there was a Harvard Business Review report. And of course they they capture what people what we think about in terms of challenges around AI plenty of horror stories out there for sure. Can we actually trust this stuff? We all know about, you know, the Chinese board game go and how AI beat beat the Chinese board game player. kg. I hope I'm saying his name right? Back in 2017. ertainly machines can do a lot. And that's, of course, what we expect what we need them to do when we look at the Harvard Business Review. And what it is that they pointed out some of the challenges around this in in the Journal of marketing, they said based on data from over 3000 people who took 10 experiments, they provide some evidence, all right. And so here's here's the evidence, right, so there's the word of machine effect. And that stems from a widespread belief that AI systems are more competent than humans in dispensing advice. That's kind of an interesting viewpoint, especially when you really think about what it takes to build an AI model. It requires multiple layers of a network, typically, to help create decisions. Now, that's typically too much for us to think about as business owners. And generally, you don't want to have to get to that level of detail. One of the problems around AI, those are expectations of it, given all the hype that goes on out there, one of the best things I found that helps us to work through this is the mental model of viewing it as augmentation intelligence, rather than as artificial intelligence. I think sometimes that misnomer gets us into problem. And we expect it to do more than it than it really should. In fact, one of the best practices around this that I found is, as you're working through making decisions, and you're getting insights from an AI model, you need to compare it against reality. Certainly there are contextual things that the model designer may not have known. And of course, the more that you can get context into the brain of the model designer, the better it is for your business. But that doesn't always happen. So you need to apply the human cognitive sense and the sense of reality that the humans can pick up that the AI is not able to. So what what's critical to this as it becomes more of that collaboration, if we view AI as I'm going to spend time giving feedback into the model to inform it of ill advised insights, or things that just didn't work out. We need the models to be able to learn and grow and make adjustments over time. So coming back to this, to this HBr review, Harvard Business Review, one of the things that they pointed out was convincing a customer to give AI the benefit of the doubt. All right, so Okay, I think that might get a little bit too Ryan's talking about a moment ago, which is we need to look at AI as augmentation to our insights. And one of the key areas, of course, to think about is those ways in which AI can see things that's hard for us to see. That's really where we should should leverage the capabilities of AI itself. So I was working with a business owner recently who made the comment. Well, I'm not sure that my people will actually trust The insights from this, which I find interesting, and then there's this other group that I interact with and work with, they provide an AI platform that I strongly recommend. It's one that we've built and based our stuff on. And, and they made this interesting case study. Recently, they said that, that one of their clients had taken an AI model, and had deployed it and put it into production and hadn't actually told anybody. And what happened is, is over time, people started to notice this score, and the score was integrated into their system. So they were making these these selling decisions. And they started to draw a correlation between when a score was higher, the sales opportunities, they found out, were turning out to be better. Whereas when the score was lower the sales opportunities, were not as good. Rather than tell their employees, you must use this, they just put that into the system and let people start to observe it. And then they started to derive their own conclusions from it. And so rather than this top down approach of you must use this, they took this organic approach that said, let me let me put this in front of them, and then let them experience the results of it. and discover if if what the insights are giving reflect the reality and in fact, augment your reality in a way that it builds your confidence in that system. And so it's a critical way to approach AI. It's not to look at it in a dogmatic fashion, but rather look at and I love that case, study, look at it in a way that says, Let's, let's leverage and build on what we're already doing. And then let's verify is this augmented intelligence actually benefiting and restoring and building our growth and trust in AI itself? Simple example. But I think it's a very telling example, for sure. All right, trust is built over time. We know that certainly with humans, and I believe with AI as well. So though the approach here, get some AI going in your business, do it low key low cost, don't push or force it, and let the people in your team start to experience the benefits as well as the downsides of it. Learn together, refine it, over time, that trust gets built, and then he starts to see the results that will actually increase your business outcomes. All right, everybody. Thanks for joining and until next time, build your trust in AI. Thank you for joining Grant on click AI radio. Don't forget to subscribe and leave feedback. And remember to download your FREE eBook visit ClickAIRadio.com now.

FIR 126: When Do I Start TRUSTING AI ??

In this episode, we take a look at why AI is ruining your business. All right. Thanks for joining. So how is AI ruining your business? Well, certainly over the years, I've seen several ways the AI ruins your business today, I want to focus on one of them. So first, let's take a look at a report. It came from MIT Sloan Management Review. This was last year in 2020. And they were quoting a study by BCG. That's Boston Consulting Group. And here's what the result was the result of BCG study was that a mere 10% of organizations achieve financial benefits with AI. Holy smokes. That's that's quite the conclusion. So why do only 10% of businesses achieve financial benefits with AI? Well, the ROI to AI gets wrapped up in at least two key areas. So the first is the technical foundation that's necessary to conduct AI. And second, the business problems on which AI is applied. So let's let's take a look at the first one. So what does it take to create a technical foundation? And how do many companies do this today? Well, first of all, one of the things that happens is they start hiring data scientists. And of course, you need data scientists in order to do that kind of work. So that's the first thing. The second is they begin doing AI model creation. Now, this is typically a multi month effort for these organizations. All right, moving on to number three, well, while they're building out their technical Foundation, they start deploying the AI model to something like Amazon or Azure, or Google or something like that, right. And it turns out, that at this point, about 50% of the models actually don't even get deployed. All right, because so far, they haven't been able to find a good, a good application for that. So at that point, you're down to 50%. And then number four, now you start on working for user adoption, hey, let's get the people to actually start using it. And by this time, your model may be out of date, right? So needless to say, by the time you do all of this, right, you've invested hundreds of 1000s of dollars, if not actually millions of dollars. So again, where's the ROI? Well, that's one of the reasons why only 10% achieved some financial results, because you're putting all of that investment upfront on your business, right? That's very expensive way to do that. That's crazy. Don't do that, there's got to be a better way. And there is, and I'll come back to that here in just a moment. But before we do that, let's look at the other reason why AI has ROI problems. So it has to do with the business problems on which AI is being applied. Now, as you know, as it turns out, the majority of organizations start running all of their machine learning algorithms, without clarity on the business problem on which they're focused. So what that means is, they're looking for highly accurate AI models that in fact, aren't actually going to work well for your business anyway. And that is, well, that's bad business. So the net result is, ai gets a bad rap, because sometimes as business people, we get too excited about eye candy, right? And so as you know, there's got to be a better way and of course there is so here's a couple things to think about. Right? Instead of making those mistakes, and ruining your business with AI to address the first problem, right? So the first problem was, gosh, darn, this is expensive and holy smokes. You know, I'm buying expensive AI resources. As a small to medium business owner, you're not going to do that. So don't get caught up in the world of expensive resources or building out your AI team, or expensive AI tools. So if you do go that route, then getting the ROI from AI is quite difficult. As you know, one of the best business rules is to use leverage. So leverage the skills of people have already done it with the platforms that have been tried and true. Alright, so that's overcoming the first problem to address the second problem, which was, hey, there's no focus on the business problem, right? It turns out that if you do this first, right, if you focus on the business problem first, it's actually the best thing to do. sounds cliche, sound sounds trite. Always start with the business problem. This actually influences the AI model development. So as you identify not only what's the business problem, but you also need to identify what parts of my business Am I willing to change? Because it turns out the cultural piece to this is just as important. If not, if not more important, you might have a business problem. But if you can't figure out how you're going to get the people to make the adjustments to take the insights and make the changes, might as well not do it, right. So Furthermore, identify that your business is willing to make the change a Have I got the right business problem, be are willing to make the change. All right now go apply the AI resources, but don't go build out that dog on team, right. So if AI gave you some insights, and you were willing to make the business adjustments needed, now you're in a good spot to actually get some ROI from your business. So it's critical to identify the business problem first, and to do it in an area that you're willing to make a change. All right, then let that serve as input to your AI model development. Now, I promise you, if you apply these two rules, then you'll be in the 10% of businesses that are getting ROI from AI. Now it turns out that, in another recent study, this one came out of McKinsey, that 20% of the large companies are now getting financial results from their sales activities with AI, so the number actually goes up. So think about that. So you'll actually go from the 10 to the 20%, right? So if you not only just applied in general across anything, but apply it to your sales related scenarios, focus on the business problem. First, focus in areas where you're willing to change, don't go build all the resources out and the skills don't build out the team leverage teams that have already built this capability. If you do that. You will not only get ROI, but you'll actually leapfrog your competition. All right, and who doesn't want to be a frog right? All right, everybody. Thanks for joining and until next time, apply the two ROI rules for AI in your business. Thank you for joining Grant on ClickAI Radio. Don't forget to subscribe and leave feedback. And remember to download your FREE eBook visit ClickAIRadio.com now.  

FIR 125: Stop RUINING YOUR BUSINESS with AI !!

In this episode, we take a look at the question. Is there a way to use AI to find my online content? This question was recently posed to me by business owner. Hey, everybody, welcome to another episode of ClickAI Radio. It is good to be talking with you again. All right. So as I mentioned in the intro, recently, a business owner approached me and asked this question, he said, Is there a way to use AI to find my online content? Because I think it's been taken, I think people are taking my material. And is there a way to discover if they're a poacher or not? So what if that happened to you? Right? What kind of content do you have? That is online? And that potentially people could take in fact, how much of online content is plagiarized? Well, we know that there's quite a bit out there, but we know it empirically. But what what does it actually look like? I was looking at, at one site, they were talking about some some metrics, this was back in 2015. So this is a little old. It said researchers found that roughly the same percentage of papers included plagiarized text, were about half of the pre internet papers. So from their research, they came back and they said, You know what, there's actually more plagiarism in papers before the internet versus after that, I don't know that. I agree with that. That's not what I'm seeing. Right. So I kept looking around, I found another group for this was, of course, in the schooling, and education sector, came back and said most college presidents about 55% say that plagiarism in students papers has increased over the past 10 years. That was just a few years ago that that particular research base, they also went on to say that among those who have seen an increase in plagiarism, 89% say computers and the internet have played a major role that came from a Pew Research poll. All right. So that that line a little bit more with what I think I'm saying, I searched out another one, too, that also confirmed some similar things. All right. So when you talk to some people most sort of nod their head, right when you say, you Oh, yeah, there's plagiarism that takes off. But the the, you know, that takes place, but is there anything that could be done to protect yourself? So there are a number of solutions, of course out there today. And then the question is, well, what's the medium of the content? For instance, Grammarly, most of us know that site, that that solves the problem of, Oh, I'm developing a paper or a document or an article, and it will do the work to help you understand potential plays, or plagiarism in there. And there's a whole host of other sites out there for sure. The question I have for you, though, is, what if you want to find your content out there on Google or on YouTube? And let's say that your content was in the format. Not necessarily just the document, but it was perhaps something on your website, write some some particular findings that you had created or posted? In your content, even some of your course material, perhaps he created or even some digital material, such as, you know, on YouTube, things like that. How do you even scale to find something like that? There are many Google domains, not just google.com, but Google dot , right? There's tons of Google domains around the planet. And so your content has this ability, digital content to grow legs, metaphorically. So how do you even scale to go find something like that? Certainly, you can do it once or twice, but then you run into pretty quickly that it's obviously very labor intensive. So as I mentioned, recently, this business owner had asked this question, and so what we did was we ran some AI to identify plagiarism candidates. And the result for this particular business owner was that there were over 150 sites which has some level of reference either to him or to his material. Now, the next step, typically that we see in these scenarios is to identify if the reference is a friend or a foe. Now and the AI indicates right, it says while it thinks it's plagiarism or Well, not sure if it's plagiarism, but definitely, definitely referring to and and some of your content. The key is, is that most AI and the way we should treat AI, at least my opinion is more like augmented intelligence, right? And so you still need to be involved and say, Well, okay, the AI estimated that right? Or no, you know, this actually looks like it's not a problem or situation. Now, in this particular case, about 40% of the sites turned out to be suspicious and required some level of pursuit to say, Hey, you know, you've taken my stuff, right. And, and, of course, the thing about this is this, this takes place on an ongoing basis. It's not like you run this once, and then you're done. It's that you run it, and then you pursue, and then oh, gosh, it grows more legs. And so you know, you're in it again, you continually have to chase these sorts of situations. So it's it's an ongoing sort of capability now, leveraging AI automation to monitor your content usage, especially this kind of scenario, right? work continues to, to expand and grow. And to find potential poachers, it's a great way to protect your business, right? It's kind of like a business content insurance is maybe a way to think about that. Now, interestingly, we found in some cases, the sites that are discovered, turned out to be friendly, and are actually referencing you. And this has been an interesting outcome, it translates into an unexpected good outcome in that scenario to where it actually allows you to build your network and discover new allies and partners that you may not have known about. So applying AI in this scenario is interesting, finds potential bad guys and also finds potential good guys, so it sort of draws a line in the sand. Now, while plagiarism, of course, may continue to grow in the online world, right, there are definitely some cool tools out there today to help you combat that. All right, everybody. Thanks for joining and until next time, get some AI protection for your content. Thank you for joining grant on ClickAI Radio. Don't forget to subscribe and leave feedback. And remember to download your FREE eBook visit ClickAIRadio.com now.  

FIR 124: Dear AI, Please FIND MY STOLEN CONTENT!!

FIR 123: Nutritional AI That YOU CAN EAT !!

What I didn't know that I didn't know cause my very first startup company to fail. Thanks for joining, this is Grant. So we started this company, I was right out of college. And as you probably recall, I turn to my wife and said, Hey, I'm not going to take the secure job, I'm going to go do this, this startup company. So we headed to Chicago, and we started working on this company, the focus of the company was to deliver some technology solutions to the healthcare world. That's that's honorable, right? Well, as we all know, in the world of all possible knowledge, there's the sliver of things that you know, and then of course, there's there's the section of, you know, the things that you know, that you don't know, and then there's this big wedge of the things that you don't even know that you don't know. Well, what we did know was that my main partner, he had years of healthcare experience and tons of connections. So we knew that. All right. And then what we knew that we didn't know, was we weren't familiar with the healthcare payer details, right? We were focused on health care providers, right and the solutions around there. But what we didn't know that we didn't know, that was the level of investment that these health care providers were putting into technical solutions. It far surpassed our ability to support, right, so just a couple of us guys coming in saying, Hey, we're gonna go solve this serious healthcare problem for you. Yeah. Now, the other thing that I didn't know, that I didn't know, was that my partner was unwilling to accept input, he was unwilling to change course, and align with the market better, right. And so that unwillingness to change, that's a common challenge for many SMBs. Hackett's common challenge in big companies to, but the ones that pivot both the large as well as the small companies, that pivot, right, that shows some willingness to adjust course, with some market input. That's a critical skill set for business survival and growth. So of course, the key is to be open to change. And there's a few things to consider there. Number one, commitment, right, make a conscious commitment to be open number two, trust, trust that you're heading in the direction. Not that you want to say is right, but you're always heading in a direction of new knowledge, right? second, or third curiosity. So allow yourself course to experience the curiosity of not knowing, right, some that sometimes we get uncomfortable with that we want to stay safely in the things that we know. But curiosity is actually critical to the business pivoting and growing. And then fourth, is around freedom. And that's basically the freedom of experiencing something new and unexpected. So getting open to change is a critical part of any SMB. Now, you know, dive I have plenty stories of things that I didn't know that I didn't know, one of those was even years before the startup that I did. This was well before college. But before I went into college, I had an opportunity to run a business for a friend of mine, and he was going to be away from his business for a year so and so on paper, this looked great with like a great deal. He had set up about $100,000 in business contracts, all I needed to do was to fill on those and you know, keep the profit. Now, the team was small, and this was back in the 80s. So everyone had big hair Anyway, you know, to a young pre college age kid this this looks like a lot of money. So I'm thinking hey, how could I pass up such great opportunity? Oh, and by the way, I could use that money later for paying for college. So in my mind, it was a win win win. So I told him, yes. Well, I got a few weeks into this and he hadn't left yet. And one day I got this pit in my stomach, right? Something just did not feel right. And this not at me for several days. So I eventually got some alone time, right? Just ponder and think about this right? What is going on. And during that time, I got some clarity. And I went back to my friend and I turned down the opportunity. Now I thought the story would end there. A few months later, he reached out to me, and he informed me that, that the other business partners that were involved had embezzled a bunch of money, and the company went down. And he was tied up in in legal matters. Now, certainly, I didn't know what I didn't know, right? I didn't know that these potential partners were planning to do something like this, right? We're right in the middle of when I was trying to make make this decision. Now, in this case, gut instinct, some inner voice right gave me some reason to say, to pause and reconsider, right, which I did, of course, and, and I'm grateful for that. Right. It didn't tell me of the impending scheme that was about to unfold. But it's so how we learn about things that we don't know that we don't know, that tends to vary, right? Sometimes, it's got instincts, right? Other times, it's some AI insight, we need all of that when we're running our SMBs. Right, we need to understand and be open to the change of constantly learning and, and constantly not knowing and have that curiosity for that. That's a critical aspect of running our businesses, of course, well, there's some techniques around this right. One of those is if you want to practice with your brain, allocate some time on a regular basis to learn something new, right. And so that's literally it could be set aside 10 minutes a day, or whatever it might be. Maybe it's while you're driving in your car, you're listening to a podcast, or whatever it is put in some time to learn and to expand what you're what you know, and what you don't even know that you don't know. Because there's incredible cross pollination that takes place from other industries into yours. So recently, we were working with a group who had been in business for quite some time. And they made the statement, they made the following statement. I'm paraphrasing, but they made the statement about receiving some insights from AI. They said, Look, we know enough to keep the business going. And if we don't know what we don't know, how's that gonna hurt us? By the way, they paraphrase, I'm paraphrasing them. We've been in business 10 plus years. And so you know, we actually don't need this, we already know the business. Alright. So in contrast, we were working with another group. their mindset was different from the beginning, it was more like, hey, what is our business information mean? And what is it that we don't know? And what changes should we make? They were, of course, informed of many things in their sales that were both effective and ineffective. And many of the insights were things that they didn't know. And they didn't even know that they didn't know. All right, well, they approach the insights, the AI insights much different than the other group. And as a result, they actually experienced a different outcome, a great outcome. So here's something to think about. One is find new ways to solve some of your problems by looking at other areas, right, by encouraging or bringing in additional ideas or insights. It turns out back in the feudal days of Japan, the samurai, they were not only warriors, of course, and I'm no expert on this, but I discovered that their mindset, and their approach was that death was not to be feared, right. They wanted to die honorably. Well, that's interesting, right? That's amazing. But one of the cool things about them is that they were cultivated in many areas, like the arts, so they took classes and calligraphy and bonsai cultivation and tea ceremonies and origami and flowers and painting and so forth. And they, these, each of these areas influence their fighting skills, right to ensure that they, they could be this Ultimate Fighter, right that ultimately develop them and their abilities as as a samurai. That's amazing as they tried to live the Bushido code. I'm amazed with those kinds of stories, right, where they're willing to be open and look outside of areas. So mindset is a key, certainly not only with AI, but with most things. And so in our SMB businesses adopting a mindset, like the samurai, right to learn from other sources, that's real similar to the AI insights and applying it in your business fight. Hey, everybody, join me on Thursday for a web class to discover what you don't know that you don't know about your SMB. Go to ClickAI.com/BreakTheTrap Looking forward to seeing you there. Thank you for joining Grant on ClickAI Radio. Don't forget to subscribe and leave feedback and Remember to download your FREE eBook visit ClickAIRadio.com now.

FIR 122: What I Don't Know - IS HURTING MY SMB !

Hey, we tried it once it didn't work, so why would I even try AI? Hey, this is Grant, thank you for joining in this episode. So okay, we tried it once it didn't work. Why would I even try AI? Well, it turns out the global artificial intelligence market, I think Market Insight report estimated it to be I think it top $40 billion in 2020. That's a cumulative or compound annual growth rate at 43%. That's pretty amazing. So there are some amazing achievements around AI. However, you know, there's still a lot of bugs to work out with this stuff. Let's take a look at some. Okay, so let's take a look at one of these failures. That was gender phi, right? 98.4% probability that the word male match to the word professor, and if you put in the word stupid and come back and say 61.7% was female prediction, oops, what the hack right? what it what a mistake. Here's another failure, right, this facial recognition, I'm sure you've heard of this one. You know, you've got some 94 year old granny who has to be held up, you know, in front of the picture, you know, in her Chinese bank, to just to get her face, right, just that there's some usability challenges there, right? Uber course walks away from driverless citing adolescent AI, obviously, Amazon, they axed AI for their recruitment, because they found out that we've had bias at all had a lot of bias in it. And that's, you know, eventually damage Amazon engineers realize that, that the AI was indicating that the male candidates were automatically better outs. Not good. Here's another Amazon failure. Right? There facial recognition software match 28 US Congress people with criminal mug shots. Yep. Yep, that's facial recognition thing is, is tough. All right. So in short, what does AI actually work for? Right? Where does it actually succeeding? Where's it doing? Well, well, McKinsey points out that AI is shining in the area of big companies that are now reporting 20 plus percent of their revenue coming from AI insights, that's pretty big. Two thirds of those big companies are using it to increase sales. And these companies plan to invest more into AI in response to COVID. So that's a success story seems like a lot of these facial recognition things. Heck, I think even IBM was applying it, you know, in some of the cancer, cancer use cases right, with with their Watson technology, and the doctors rejected it, claiming it was giving some some really bad advice. So the areas where he tends to do better is when it comes to the area of sales and sales planning. Now, the question is, is how do you identify the best AI project? What does that look like? Well, in typical, you know, typically, what you're looking for is something that's going to give some level of conversion, or attrition impact. So if you can increase your sales, conversion, or reduce the attrition of your people, that's typically where it tends to do well. So your sales and account management teams, typically are benefited from this. So you got to build a business case around it. In fact, there's an article by a guy by the name of Jeff Caitlyn. This is on Forbes, he pointed out a couple things here. He said, Look, typically you're looking to predict customer churn or you're looking to handle and review or handle online reviews better or improve your messaging. But the bottom line is, you're really going to build out a business case for AI much like you would other business cases. What does it take for me to put into this, what's the effort and then can I get something out of it and the place that the large companies tend to be getting some traction with it is in this sales improvement area. So three things here. Number one, AI has been bringing positive impact to sales and Supply Chain use cases number two, identify which sales or supply print you know, supply chain problem areas that you're going to focus on. And then number three, of course, as an SMB don't go build this out yourself. It's too costly, it takes too long to turn it around. So hey, I invite you to join me Thursday in a web class. To bring some positive impact to your sales and supply chain scenarios. Go to ClickAI.com/BreakTheTrap Look forward to seeing you there. Thank you for joining Grant on ClickAI Radio. Don't forget to subscribe and leave feedback. And remember to download your FREE eBook visit ClickAIRadio.com now.

FIR 121: I Tried It Once ... IT DIDN'T WORK !!

In this episode, we'll take a look at how to run from your SMB pain. Okay, welcome, everybody. So AI requires months and years of training before results are seen. Where do we heard this before? Right? Well, we saw some material not long ago, of course, and we've all experienced this on Amazon, right? Where they're spending well over $20 billion annually on you know, research and development, things like that. What they do is they collect data to give product recommendations for AI, right, and we've been on Amazon, we see a product. And of course, out of that then comes this other set of related products that might be interesting, right or might be related to what we bought. That takes a long time for them to gather that. And as an SMB, of course, we certainly can't take that long, or certainly even spend at that level to get those kinds of AI results. In fact, when you look at it, some people feel that it takes six months just to learn how to do data science. Now that's just to learn it, that's not to actually become an expert, and be proficient at it. That doesn't even include building an AI model. And then finally, eventually getting some business results. Another group, they say that it takes their teams 30 days just to get their AI models deployed and functional. As an SMB owner, you don't have time for that. And another set of group said, it takes six months just to build their AI models and deploy them six months, can you imagine as an SMB owner taking six months to do that? Now, I found out looking at some other stats in over 60% of the RL artificial intelligence projects. They don't even get past the initial proof of concept and data preparation stages. So you know, pay, you're just trying to figure out is this even feasible? over 60% doting get through those phases, that's, that's huge. So look, take, take the pain out of your SMB and don't even do those steps, right? Put that into the hands as someone else Unless, of course, you got you got money to burn, right and you got time to waste. I guess if you do, that's the way to go. But as an SMB owner, it makes, you know, doesn't really make sense to build out all of those teams and to take months, eventually, to get something to help your business grow. I was looking at a case study recently, where a group came back and they had used some AI. And they said, Look, the time and the effort that it took for them to find $3 million in additional sales leads, it was only a matter of a few days. That's huge. So by the time they got their data, a little bit of cleansing, and then ran it through this advanced AI platform, hey, came down to just just in a few days, they found $3 million in additional sales leads. Now the point is, that obviously is a very short time with a huge turn right a huge, huge result for this medium sized business. Nevertheless, it is indicative of the other side of the spectrum, which is you're not spending the months, lots of months, your eye to get these teams set up to go try to find some sort of business value. So to reduce the time that it takes to get value from AI for your SMB. There's three steps that I'm going to go through here writing three steps to reduce the time that it takes. Step number one, list the areas of your business that you're trying to move away from pain, it might be in the marketing part of your business might be around sales, or the supply chain. But the key here is you got to get specific with this because as we know as a human race, we tend to move away from pain faster than we move towards other emotions. Alright, so that's step one. list out the areas of your business that you're feeling the pain. Step two for each of those areas might be in the sales area. Identify with Current processes are, are the activities that you do around that right where the pain is actually occurring. All right, so that's, that's step two, step three, for each of those processes, identify which ones you're willing to make a change on. Alright? That actually becomes incredibly, incredibly important that third step. And the reason why is, I've seen time and time again, where some AI insight comes into an organization, it sits on a shelf, right, there's an unwillingness to actually make the change or to adopt. Right now, I want to walk through an example of these three steps. So let's go back to step number one, list the areas of your business where you're trying to move away from pain. So let's say that the pain in this example, let's say that the pain was, I don't know what changes to make in my business, because I don't know what my business numbers mean. Alright, so let's say that the business numbers in this case are some sales numbers. Right? That's step one. Alright. So we've got we got some pain identified step two, for each of those now. So let's let's identify what the current business processes are, that we do. So let's say we have two processes. Process number one is with our sales team, we do a monthly sales planning and forecasting process. All right. So that would be one area around the sales that I need to know what those business numbers mean, that would affect that. And let's say process number two is with the business team. So that might be the CEO, the President, etc. That's a quarterly budget review, let's say the of those two processes. Alright, let's now go to Step three. And step three is critical, because this is where you now identify, which ones of those processes are you willing to change, when you might have some pressure, right, there might be someone in the organization that says, I'm not willing to change our quarterly budget review process, I'm not going to take some, some insights from that. So let's scratch out that one, let's just say not changeable, the CEO, the President, whoever, just saying not willing to do it. But let's say in that first process and sales team, they're interested in, hey, if you had some additional insights, we might make some changes then, in our monthly sales planning and forecasting process. Alright, so now we've got this setup. It's first we identify the pain, the pain is, we don't really know what our business numbers mean. And then the second step, hey, we not we know what some processes are, that relate to this pain once in the sales area. And then third, we picked the sales team, monthly planning forecast process, right, you got to have those three. Notice we haven't talked about data we haven't talked about, go get your data, go get it cleaned up, ready to go? No, as an SMB, you focus on the business part. And on where are we willing to make changes? Given that we get some insights? All right, that that's the critical piece. Now, let's say then that some AI gets applied, you don't go apply it, you have someone go apply the AI. And what comes back is some insights about sales effectiveness. Okay. And I'm going to give you a couple in this example, insight. Number one, the AI comes back and says, you know, sales on Mondays and Tuesdays are less effective in the southwest of the United States for two products. Okay, so the AI looked at the numbers and figure that out. It's like, okay, that's an interesting insight. Insight number two, sales staff member a will call the staff member, a sales staff member a has a higher closing rate for product x in the central us for a specific demographic, right. So it might be for people of a certain age range or whatever. But let's say it's for a specific demographic. Okay, so the AI has found those two insights. Now, this is where the AI gets interesting. The AI then produces something called a smart step. Smart step is forward looking, right? It's predictive, it's okay. Now, therefore, what should we do moving forward, and the AI comes back and says, you know, to increase sales, there's an 80% plus probability to have staff member a sell product x to a target demographic, in the southwest us on Thursdays, Fridays, and Saturdays. Right? So the question is, let's say that we have that prediction coming back from AI to grow sales, do these things highly profitable, or, you know, high probability to go do that? But question, the real question is, what changes will the business be willing to make to adopt this smart step? Again, we said hey, we got to process our monthly planning forecast. Would we be willing to make some adjustments to apply that so Given that the sales team was willing to make those process adjustments and the, you know, the quarterly planning and budgeting process team wasn't. So given the sales teams willing to do that, then what you do is you put in place the strategy to apply that AI smart step, right? In other words, we will make the adjustments, we're going to get staff member a to actually go off and do that work and focus on that particular area. It's critical to do that, because really to be successful with AI, yeah, you need the data. But as an SMB, don't, don't go focus on the data piece focused on what problem? Where's the pain? What am I willing to change, and then let me go put that change in place. So to sort of be successful with AI, three things. One, the AI insight, you need to have that obviously, otherwise, this is all moot. So you need the AI insight that augments your intelligence, right? This isn't about saying, the AI is taking over your brain, it's more it's bringing insights and uncovering things that we don't often know, we don't know. So, a we need that. So that's number one. And then two, we got to have the willingness and the ability to make adjustments to your business, right to apply the insight to some either existing process, or maybe it's creating a new one, but two, you got to have that. And then three, this is critical, you gotta track the impact of the changes. So how did things? You know, how did things come out? At the end? What was the results of that? So the scenario I just walked through, actually comes from some customer examples. You know, I liked some of the big company timelines, where it's multi month, you know, six months or whatever, right? This can actually be done a lot more quickly for an SMB, and one of the advantages of an SMB have been a small to medium business owner. It's It's the ability to pivot on the insights more quickly than the large companies can do this. Now, if you think about it, can you imagine the rate and the pace of growth that can happen with an SMB that applies AI smart steps, again, and again, and again, again, you We can't go do all of it in one step as a small company, but you pick one or two of those smart steps, per each time you apply the AI, as the organization has the mindset to make those adjustments to track it and move on, you intentionally have the potential of putting a dent in the rate and the pace of change that big companies are doing, in fact, going even faster, quite frankly. So the takeaway is like, hey, as an SMB owner, I can access AI insights quickly without major time and cost event investments right and feel and experience the results of that. So come join me on Thursday for a web class on how to take advantages of AI as an SMB, go to https://ClickAI.com/BreakTheTrap Looking forward to seeing you there. Thank you for joining Grant on ClickAI Radio. Don't forget to subscribe and leave feedback. And remember to download your FREE eBook visit ClickAIRadio.com now.

FIR 120: Running From YOUR SMB PAIN !!

In this episode, we take a look at how to get more time for your money. So time, what a crazy concept right? Have you guys ever listened to Myron golden? If not, you should look him up. He's got a great, great segment on this right, which is, what's the relationship of time and money? Right? We've all heard the statement. Time is money, but my run really throw some rocks at that right? And then he convinces Yeah, you know what? It's actually time is more valuable than money. And that's how I feel about it as well, it is more valuable than money. So what is the value of it? What's the value of your time? If you looked at 2500 hours working hours per year, and let's say you made $12,316 per year, then your time is worth $4.93 an hour? like wow, how'd you come up with that? At one point that was the poverty line in the United States? So $4.93 an hour is what your time is worth. So that today that's actually worth or excuse me, that's actually below the poverty line. So the question is, what is your time worth? I have a brother speaking very personally, here I have a brother who has ALS. And it's been disabling him over the last few years for him. And for me, time is the most precious commodity that we have. And it's even become more more more pronounced since this has come about. So when life hands you a situation like that it innately changes the value of time as it has for us, for him especially. But for all of us involved. Now, you know, a second is still a second, right and a minute, still a minute. From that perspective, nothing's changed, right? Time still clicks on from that perspective continuously. But what has changed is the value the intrinsic value that that we associate with that second, or with that minute. Now associated with this is the perception of how fast time goes by all right. And we've all heard of studies like this, there was there was a study of the fluidity of time. And scientists were looking at how to figure out our emotions, affecting our perception of time value, and how fast time goes. And, and, you know, we've all experienced this, right? When we're doing something that we think is fun, or we think it's a high value activity to us. Time tends to go more quickly. That's our perception anyway, right? And then when we're bored, then the you know, the perception is that time seems to drag. And we've all experienced that phenomenon. But the scientists were looking to sort of prove that. So they did some experiments. And in one experiment, the researchers took some train participants, and they took him to tell the difference between pictures and pictures that were shown for a short period of time or a long period of time. And the participants then viewed the pictures, some that were neutral, right? Or some that were positive, or some that were maybe not as exciting, right, so they had these different ranges like somewhere flowers, somewhere delicious desserts, right somewhere, geometric shapes, I guess if you're a mathematician, though, that might be pretty exciting. So for each picture, though, they had to indicate whether the picture had been displayed for short or a long period of time. And just as the researchers had thought that participants perceive the enticing pictures of the desserts, as having been displayed for a shorter amount of time, regardless of the actual duration. Then compared to other geometric shapes that were shown or even some pleasing pictures of flowers. So in general, the peoples that ate the dessert pictures weren't shown As long as some of the others fascinating, right, they also found that that the perceived amount of time for the enticing pictures was also related to when the participants had eaten that day. So they found out that someone had eaten recently, then then those people actually felt like these desert pictures were displayed for a longer period of time. So some of it gets quite situational, right? In terms of what what have we already been satisfied, right. So if I'm being given some information in a business, and if I've not had some either validation or other positive things taking place, then sometimes I respond to that situation differently than if I have had those other sort of mental those, you know, mental validations. Right. And we do that as humans with food and food pictures, right? As well as with other things. I also want to switch and, and say one more thing about this. Turns out that the scientists looked at fear, right. And of course, we've all experienced fear to one degree or another, and of all the human emotions, they felt like that was the most intensely examined one in the study that they should go after. And so what they found was this relationship between fear and and emotions, right, the emotion of fear and time perception. So what they did was they took a bunch of people and think Disney World, right? They took a bunch of people. And what they did was they, they strapped these devices on them, and then they sent them on to a 15 storey drop on an amusing amusement park. Right. I think one's called tower terror. I think that's it. I don't think that's 15 stars, though. But in any event, what they did was they asked the people, okay, now that you've gone through that, how long What was your time perception of going through that fearful event? And when they asked, almost all the individuals over estimated the duration of the fall, right, in other words, oh, we must have fallen for whatever was five seconds, when, in fact, maybe it was two seconds, whatever the difference was just about everybody overestimated that, and from that, they started to drive that, that when we have some threatening stimuli, that it causes some intense, you know, physiological reactions that that distort our internal sense of the passage of time. And this happens also in business as well, I, I found that these emotions applied in one case recently, where we had found some insights, right, that were, you know, we gathered, we shared with a professional team, it turns out that the insights did not cast a positive light on some of the previous business behaviors, right? mentally, I suppose it felt like they were dropping, you know, 15 floors down. And therefore they were struck with some fear elements, right. And in this case, they came back and they said, Well, you know, felt like too much time had been spent on these kinds of insights. And that that was not as productive. Interesting, right. And the team was sent back to get other insights. So one of the things about AI is that it will identify things that may not appear as positive, right? It might say stuff like, hey, if you continue to sell this particular product on a Tuesday, it's actually not as helpful for you, right, you're actually going to get, you know, less revenue, if you continue to do that. Right. So could quit wasting time, right on those kinds of things. Rather, if you do it on the second Friday of each month, etc, etc, then this is going to be a higher probability. And in fact, that's, that's what it's been in the past. So in other cases, I found that when business insights from AI are shared, that focused on building on the good things, then the team typically seemed to be more favorably acceptable of that, and they felt like then it was worth their time, right, fascinating. And so there's a certain amount of vulnerability that comes with this AI stuff, right? That if you're tend to be more vulnerable as a person, meaning you're willing to accept both sides of the story, then you tend to react to a better kind of like, hey, if you ate well, you know, before you did, that, that experiment that those scientists did, then maybe felt like the you know, the the actual dessert pictures weren't as enticing. And similar in a business sense. If you come into, you know, an AI analysis report right on the business, you kind of have to eat well mentally before you show up. Because once you do, then when you come in, you got to be Well, and to say, I can hear some things that maybe we should stop doing or maybe not do as much. And definitely, let's keep leaning into the good things for sure. Interesting correlation, right? In the end, though, we all know time is more valuable than money. In fact, Myron golden I love the way how he points it out. He said, Hey, if I wrote a check for $100,000, who would like that? And then of course, everyone's raising their hands. Yeah, sure, I'd love that. They're like, okay, but what if what if I told you, you know, you're gonna die today, right? So Well, okay, that's not as valuable to you? Well, what if that $100,000 though, allowed you to get the one, the one qR that would take care of you, and it would heal you 100% of the time, suddenly, everyone would take it, and they would use it, you know, the certainly, you know, extend their life, our perception of time and its value seems to have a connection with emotions that are based on our immediate interests and and also in the avoidance of fear. And I think what I found over the years is applying AI in our business requires some vulnerability to receive the insights, which can build on the good things we're doing, but as well as to give us some insights on the negative things that we should stop. So to learn more about how to grow your business with AI, join me on a webinar on Thursday. It's 1:00pm ET, and 10:00am PT. Go to ClickAI.com/BreakTheTrap Thanks for joining. And until next time, give more time for your money using AI. Thank you for joining Grant on ClickAI Radio. Don't forget to subscribe and leave feedback. And remember to download your FREE eBook visit ClickAIRadio.com now.

FIR 119: How To GET MORE TIME FOR YOUR MONEY !!

In this episode, we look at why I don't have the time and you don't have the time to do one more thing. Hey, everybody, welcome to another episode of ClickAI Radio. All right, who's got the time? You know, as I work across a lot of different companies, that is one of the common themes right from company to company. It's everyone's slammed everyone's busy, who has got the time to do one more thing, you constantly are struggling, each of us are with a I don't have the time or the energy or the resources to get things done. And the stuff that really matters. I would even add that that applies to this whole AI business. Right? Which is okay, fine. I got some AI insights, Holy smokes, don't have the time to actually do this. You know, think back to the last time you implemented something in your business, and it took longer than what you expected. That is a recurring theme across tons of projects, tons of companies. So how on earth? Could it be any different with AI? You know, I've, I've always liked Ted, you know, Ted.com, I just love the format of they figured out sort of this formula of Hey, if you, if you do it in less than a 20 minute conversation, we seem to have time to watch one of those right or to listen to something that someone's prepared. That actually takes more work, doesn't it to actually get it small enough, in fact, wasn't a Mark Twain that said, Hey, I would have written a shorter letter, but that would have taken more time. So it actually takes more time to produce things in a more succinct way. So the question is, what are the things that we do take time for? I've come up with a moniker that I use to help me describe that I call it click time, a click time is seven minutes, right? So I look at things in terms of click time units, am I willing to invest seven minutes of my time into something? And so as we've seen and applied AI to multiple organizations, we'll take a look at how many click times did it require of their time? And how many click times did it require for them to be able to then make a decision? You know, each of us wants to know what needs to be done, but in simple steps, and then you want to be able to get the guidance in a short time, and then move on with it. I was fascinated with this when I started to look at how much time did it take for us as humans to get through a drive through a drive thru restaurant right for fast food. So I started looking for some stats on that. And I found something interesting. This is from 2018 research. There's some a little bit newer, but for whatever reason, I grabbed the 2018. One, our Here we go. So this is the amount of time that we're willing to invest. So right we make the argument, I don't have time, and yet we still spend our time on things. In what chunks do we do that? Well, this is in this is in descending order. In other words, the first one that I read off to you is the one that takes the longest. All right. Now what this means though, is that just because it takes the longest, right? It doesn't really mean that it's the worst drive thru, or could it also be a function of, hey, there's a lot of people that want to go there. It's probably something between the two of those, right? So for example, the one with the longest wait time in 2018. Now for the drive thru was McDonald's. It came in at four minutes and 33 seconds. That was the average. All right, so if you want those chicken nuggets or for me, it's the Egg McMuffin. All right, you're gonna wait four minutes and 33 seconds. That's less than a click time. All right, the next one is chick fil a four minutes and 21 seconds. And then we've got Carl's Jr. Four minutes and 13 seconds. And again, these are average wait times. party's four minutes and 16 seconds. And then we drop we break the four minute barrier just like you know we did that with running the mile, right? We Break the four minute barrier, we've got Arby's, and Taco Bell come in about the same three minutes and 58 seconds. Wendy's comes in at three minutes and 46 seconds, which I have to say the frosty is, I'm really, I'm really, I really liked the frosty, especially when you dip the french fries in it, alright, anyway. And then we got KFC, three minutes and 39 minutes, Dunkin Donuts, three minutes and 21 minutes. And finally, Burger King coming in three minutes and 13 seconds. All right. So the average turns out to be three minutes and 56 seconds in order for us to get whatever that is that we're targeting going through the fast food line. All right, that's less than a click time. So I'm willing to invest time as a human least here in North America, to get through the line, so that I can get one of those items. So maybe I do have time, maybe maybe it's where I'm going to allocate my time. Now, one of the problems of some of the AI providers, as you probably know is that it takes a lot of time. In fact, in my previous podcast, I mentioned the effort, right, we looked at some some research and stats of the effort and the cost that it takes just to stand up the data science team to do this, right. It's massive, right? In fact, there's an SMB owner, it's too long of a time and effort before he can actually get any sort of results out of it. So I was reviewing a recent case study where a small to medium business had used an AI platform. And this is a different platform than then what most of these are, in fact, this platform recently got some accolades. Anyway. So within 30 minutes of loading their data, and seeing the AI analysis, right, so after the models were built, okay, they identified $3 million in additional sales opportunities. Hey, that's like four click times right? Now, I have to admit, that's not a very common amount of time, right in order to get those kind of results so quickly, right. But it's also pretty amazing to see that kind of result as well. I'd say it another way, that's about seven times through the McDonald's drive thru. So that company, they went through for their chicken nuggets seven times. And in that period of time, they're saying, they got some AI insights that led them into $3 million of additional sales opportunities. Wow, that's pretty good return on your chicken nugget. All right. Now, if you were diligent, right, which you are as an SMB owner, and you do the work to run your business. In the course of doing that, let's say that your critical business information was being safely and securely monitored by AI. And that you didn't really have to actually set up all that AI, let's say that the AI was working on your behalf. And then when the AI found something, then you'd be notified. And now you can use it as an augmented intelligence tool, which is really where AI fits in today's world, right? It's take all the good things you already know. And then you're going to take a few click times, right? A few times through that McDonald's drive thru, metaphorically, right? To look at that insight and see, is it relevant? Can I apply it? It may take you, let's say 10 times sir McDonald's drive thru, to be able to put the decision together to make a change in business direction. All right. That's might be not the norm. All right. But in any event, when you look at what the big companies are dealing with, and there's a ton of time that they put into and massive teams, in order just to start getting those insights, you start realizing that as a small to medium business owner, you actually can compete against the large organizations by applying AI in a manner that allows you to allocate small time slices to get the AI guidance to increase your sales growth. Now, to learn more about this, I'm inviting you to join me on a webinar on this Thursday at 1pm. Eastern 10am Pacific, and I'll invite you to come register at ClickAI.com/BreakTheTrap. ClickAI.com/BreakTheTrap I'd love to tell you more about how it is that as a small to medium business owner, you can get the results in a quick time. Thanks for joining and until next time, find some time Thank you for joining Grant on ClickAI Radio. Don't forget to subscribe and leave feedback. And remember to download your FREE eBook visit ClickAIRadio.com now.

FIR 118: I DON'T HAVE THE TIME To Do ONE MORE THING !!

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