AI is not a strategy. It’s a capability — and like any capability, it only matters when it’s pointed at a real problem.
Before adding AI to a product, I ask three questions: Is there a job here that’s currently slow, expensive, or impossible? Is the cost of being wrong low enough to tolerate a probabilistic answer? And would a simpler, deterministic solution get us 80% of the way?
The teams that win with AI aren’t the ones who use the most of it. They’re the ones who are honest about where it earns its place — and ruthless about where it doesn’t.