FEATURE
Departmental leaders need guidance around how they should be applying capabilities in the context of their dayto-day work. Without that knowledge, they can’ t ask the right questions.
Teams playing catch-up tend to focus on how to inject new tools into existing workflows, when they should be thinking about reengineering processes entirely. They’ re focused on evolution in a world undergoing revolution.
Firms in the region expect to invest an average of US $ 245 million in AI over the next 12 months.
routing is unnecessarily complex. With the right support, the conversation shifts to overhauling the entire pipeline and opens the door to fully agentic lead follow-ups.
Departmental leaders don’ t lack ambition but throwing a software license and Slack channel at them won’ t build the right kind of adoption. Technical support and strategic guidance are required to reimagine work from first principles.
Manu Narayan, Chief Information Officer, GitLab
Reimagining a process also requires stepping back from it, which is easier said than done. Here’ s how it plays out in practice:
An SDR team comes to IT with a specific, bounded ask:‘ improve our sales lead routing’. Completely reasonable. But only when someone from IT, with visibility across the broader system, dives into the problem does the real opportunity surface. The data pipeline supporting lead
Make fluency structural, not optional
The typical pattern puts a centralised team in charge of taking requirements, interpreting them in isolation and delivering capabilities to departments months later. This model can’ t keep pace when AI capabilities launch weekly.
A more effective approach pairs a central‘ hub’ that owns platform strategy, governance and www. intelligentcio. com
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