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The 7 Deadly Sins of AI

Writer: CuriousAI.netCuriousAI.net

Tobias Zwingmann explains the seven deadly sins of AI. Despite over 70% of companies adopting AI in at least one business function and investments soaring to $276.1 billion, more than 80% of AI projects fail. This high failure rate is often attributed to human behavior and organizational issues rather than technological shortcomings. Common pitfalls include:


  • ๐—ช๐—ฟ๐—ฎ๐˜๐—ต - ๐—บ๐—ถ๐˜€๐—ฎ๐—น๐—ถ๐—ด๐—ป๐—ฒ๐—ฑ ๐—ฒ๐˜…๐—ฝ๐—ฒ๐—ฐ๐˜๐—ฎ๐˜๐—ถ๐—ผ๐—ป๐˜€: "AI isn't a destination you reach - it's a journey you take". "AI is only as good as the people who use it. The human factor decides AI success, not the amount of compute resources you throw at it".

  • ๐—ฃ๐—ฟ๐—ถ๐—ฑ๐—ฒ - ๐—ฟ๐—ฒ๐˜€๐—ถ๐˜€๐˜๐—ฎ๐—ป๐—ฐ๐—ฒ ๐˜๐—ผ ๐—ฒ๐˜…๐˜๐—ฒ๐—ฟ๐—ป๐—ฎ๐—น ๐˜€๐—ผ๐—น๐˜‚๐˜๐—ถ๐—ผ๐—ป๐˜€: "Companies didn't fail because they couldn't adapt. They failed because they were too proud to adapt". "The question isn't whether you can build it... The question is whether you should"

  • ๐—Ÿ๐˜‚๐˜€๐˜ - ๐˜‚๐˜€๐—ถ๐—ป๐—ด ๐—”๐—œ ๐˜„๐—ถ๐˜๐—ต๐—ผ๐˜‚๐˜ ๐—ฎ ๐—ฐ๐—น๐—ฒ๐—ฎ๐—ฟ ๐—ฏ๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—ฝ๐˜‚๐—ฟ๐—ฝ๐—ผ๐˜€๐—ฒ: "When we get too excited about what AI can do, we tend to forget about what our business actually needs".

  • ๐—ฆ๐—น๐—ผ๐˜๐—ต - ๐—Ÿ๐—ฎ๐—ฐ๐—ธ ๐—ผ๐—ณ ๐—–๐—ผ๐—บ๐—บ๐—ถ๐˜๐—บ๐—ฒ๐—ป๐˜: "Small enough to implement quickly, big enough to matter, clear enough to measure success. The key is to start small, but start NOW. Because while you're analyzing, your competitors are learning".

  • ๐—š๐—น๐˜‚๐˜๐˜๐—ผ๐—ป๐˜† - ๐—ง๐—ผ๐—ผ ๐— ๐˜‚๐—ฐ๐—ต ๐—”๐—œ ๐—ž๐—ถ๐—น๐—น๐˜€ ๐—ฆ๐˜‚๐—ฐ๐—ฐ๐—ฒ๐˜€๐˜€: "Imagine a starving person suddenly get access to a buffet. That's how some companies approach AI, trying to consume everything at once".

  • ๐—š๐—ฟ๐—ฒ๐—ฒ๐—ฑ - ๐—˜๐˜…๐—ฝ๐—ฒ๐—ฐ๐˜๐—ถ๐—ป๐—ด ๐—ค๐˜‚๐—ถ๐—ฐ๐—ธ ๐—ฅ๐—ฒ๐˜๐˜‚๐—ฟ๐—ป๐˜€: "It's better starting in familiar problem domains and exploring use cases with relatively established AI technology before progressing to more advanced, game-changing fields.

  • ๐—˜๐—ป๐˜ƒ๐˜† - ๐—–๐—ผ๐—บ๐—ฝ๐—ฒ๐˜๐—ถ๐˜๐—ผ๐—ฟ ๐—œ๐—บ๐—ถ๐˜๐—ฎ๐˜๐—ถ๐—ผ๐—ป: "During every gold rush, there are two kinds of people: those digging for gold and those selling shovels. Don't go buying shovels just because everyone around you is buying shovels". "The question isn't What AI tools is everyone buying?, but What problems are we trying to solve?".


Addressing these human and organizational factors is crucial for the success of AI initiatives, underscoring the need for realistic expectations, openness to external solutions, strategic alignment, and sustained commitment.

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