Yuval Yeret: Scaling AI from Activity to Impact
Oct 13, 2026 · 48 min · 11 segments
In this conversation, Yuval Yeret discusses the challenges and strategies for managing software development in the age of AI. He emphasizes the importance of transitioning from mere activity to…
The first question that I explore with, uh, software leaders that, that come to me for a conversation and for help is, where is your software organization when it comes to AI? Are you seeing activity? Is it turning into output in terms of, for example, faster coding, more software? Is it a more effective factory? Are you seeing the impact on organizational performance, customer value? One of the models that I, I really like to use for this is to look at the evidence.
Uh, evidence-based management, uh, talks about a couple of key areas of w-w-what does our organization's capabilities to create value look like? It starts from things like: What is our ability to innovate? Do we have capacity to create what matters next? How much of our capacity can be dedicated to innovation versus just to maintain and keep the, the machine running? What is our ability to get to the market faster, both for delivering value as well as to sense, to sense and respond, to inspect and adapt? Are we delivering something that's useful? Those two internal capabilities can be used or can be, can be used to improve the value that we're creating for current customers.
Are we creating products and features that our customers like? Are we improving the outcomes for them? Is it a sustainable stakeholder experience for our customers, for our employees? And are we able to tap into what we call unrealized value, unmet needs, new opportunities, new types of, uh, customers, new jobs to be done? Can we use our ability to innovate and our fast time to market to quickly converge and explore unrealized value? Those are four areas, and what you can start doing is think about, okay, AI is not part of any of these value areas because they're generic to any, um, organization that is trying to, to innovate, especially in using software.
AI could create new business models, new ways to deliver value that we were never able to deliver before, and that's unrealized value.
AI, when it has an impact, will move the needle on at least some of these categories.
So that, so that's a useful framing that you can think about as you-- as we go through, through this session.
The first question that I explore with, uh, software leaders that, that come to me for a conversation and for help is, where is your software organization when it comes to AI? Are you seeing activity? Is it turning into output in terms of, for example, faster coding, more software? Is it a more effective factory? Are you seeing the impact on organizational performance, customer value? One of the models that I, I really like to use for this is to look at the evidence.
Uh, evidence-based management, uh, talks about a couple of key areas of w-w-what does our organization's capabilities to create value look like? It starts from things like: What is our ability to innovate? Do we have capacity to create what matters next? How much of our capacity can be dedicated to innovation versus just to maintain and keep the, the machine running? What is our ability to get to the market faster, both for delivering value as well as to sense, to sense and respond, to inspect and adapt? Are we delivering something that's useful? Those two internal capabilities can be used or can be, can be used to improve the value that we're creating for current customers.
Are we creating products and features that our customers like? Are we improving the outcomes for them? Is it a sustainable stakeholder experience for our customers, for our employees? And are we able to tap into what we call unrealized value, unmet needs, new opportunities, new types of, uh, customers, new jobs to be done? Can we use our ability to innovate and our fast time to market to quickly converge and explore unrealized value? Those are four areas, and what you can start doing is think about, okay, AI is not part of any of these value areas because they're generic to any, um, organization that is trying to, to innovate, especially in using software.
AI could create new business models, new ways to deliver value that we were never able to deliver before, and that's unrealized value.
AI, when it has an impact, will move the needle on at least some of these categories.
So that, so that's a useful framing that you can think about as you-- as we go through, through this session.
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