Extreme Networks’ Nabil Bukhari on why your AI strategy is failing

Well, and stop and give us a, you know, kind of a general description of when you say a framework.

You know, you're not an architect.

We're not talking about the framework of a house.

Or maybe we are.

A data framework? Is it a data architecture? When you say framework, what do you exactly mean?

So, you know, and it's surprisingly simple what I mean, but it is surprisingly difficult to actually implement it.

So

think about simple things like this.

So I'll give you a story because I love telling stories and I'll highlight what the problem is.

So most of the companies, most of the C-suites that you talk out there, where will they start from? Most of the time they start from the strategy of the company.

Oh, they went on an ELT offsite and then they went to this fine, nice, fancy hotel.

They spent three days and outcomes like off of the top.

Oh, yeah.

They came

back with a strategy.

With a

strategy,

right?

Now, the reality is that strategy should never be the first step off the framework.

The frameworks, which is like what the company needs to do, they really should start from an outcome because a strategy for what? Right.

And the reality is that there is no company out there that has a single strategy.

You have a different strategy for every outcome that you want to deliver.

Right.

So that's kind of like so that's what the framework does.

Identify the outcome.