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Welcome to Deloitte's From

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Insight to Impact series.

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My name is Brian Solis.

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I'm the head of global innovation

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at ServiceNow, and with me is

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a dear friend, a brother from

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another mother, Mike Bechtel.

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last year at this time, at this event,

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we talked about some pretty big trends.

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And now here we are a year later.

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So one of the things you said last

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year was that we had to shift from

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instructional to intentional business

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design and now a year later, we're now

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talking about AI Agents and Agentic

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AI and I would love to hear about your

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approach to intentional business design.

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Where we are enhancing AI

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Agents and Agentic AI to drive

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meaningful transformation.

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I'm being confronted with my

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own past tense, long-windedness.

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This is fun.

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One of the things that I think we've

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seen Brian, is this recognition that when

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Gen AI first came out of the shoot, it

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felt like a single super intelligence

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that strove to be the answer literally

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to all of life and work's questions.

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And over the last couple years, I

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think our clients have started to

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realize like, wait, we don't do carbon

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based work with single superheroes.

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It's teamwork.

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And so what makes a team work?

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Right?

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It's multiple role players.

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Rolling up their sleeves

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and doing their part.

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Well, with Agentic work, the

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parallel is, Hey, we don't need 50

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Nobel Laureate grade agent bots.

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What we need is a very capable

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supply chain bot, a very capable

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customer service bot, a very

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capable inventory management bot.

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And if we can trust them to federate

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and coordinate between themselves,

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then you start to get something

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that feels like digital teamwork.

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And so where intentionality comes into

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this is, you know, you pull the lens back.

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What does a team need?

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A clear vision, a clear direction, right?

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No dithering from up top.

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And so what inspires me, Brian, is

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this idea that as all this automation

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takes place it's the chance for us as

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people to elevate and become generals.

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In you know, kind of calling that

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mountain and taking that mountain

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with our robot reinforcements.

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And to me that's inspiring.

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That's goosebumps, not shivers.

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Yeah.

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And it's also incredible visual.

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I actually see what you're talking about

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and I want to come back to a question.

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Given the importance of human attributes,

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like ingenuity, empathy, initiative,

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creativity, curiosity, imagination,

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how can organizations effectively

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integrate AI Agents into their

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workflows to complement human skills?

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Yeah.

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You know, Brian, you and I, I

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remember we were jamming this time

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last year and remarking that there

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can be an unhealthy fatalism around,

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you know, what are people gonna do?

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We were brainstorming together

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and talking about the importance

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of those attributes, right?

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Self-starter, the courage to show up as

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an entrepreneur and a problem solver.

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Over this last year, I'll tell you.

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Where I've started to see,  Agents and

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AI generally be really, really helpful

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is in automating the task work that used

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to consume so much of my day, right?

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Recording a meeting and instantly

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having a sense of key takeaways and

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not only the actions, but for whom, but

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then pull that lens back and elevate.

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Say, okay, well, can I get my whole

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day's worth of prioritized actions?

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Elevate further.

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Who have I been letting down this week?

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Elevate further.

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Where have I not been living up

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to my stated values provided in

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this other file I've provided?

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Right?

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And so this idea of me being more

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reflective, more collaborative,

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and a better teammate thanks

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to AI, to me that's a win.

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You don't read those stories

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of like people being more

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human because of the robots.

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Precisely.

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I think those are the exact

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conversations we need to have.

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We also need to humanize how robots

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collaborate with us or other humans,

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like say customers, employees, what

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have you, because at the end of the

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day, experiences still matter, right?

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We, we can't just focus on things

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like productivity, costs saved,

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scale, and efficiency, right?

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Experiences are important and one

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thing that I had studied over the

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years, regardless of technology.

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It's still an experience that you'll

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have in a moment, whether you are

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doing work, whether you're serving a

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customer, whether you're being marketed

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to, whatever it is, and that experience

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still requires design at a human level.

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So what is the experience I want you,

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Mike, to have in this very moment?

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And then how do I train, design, not

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just AI or Agents, but the workflow.

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To ensure that from beginning to

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end what you're gonna feel in that

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interaction is not transactional.

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Brian, I love your reflection

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and your insight both.

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Both are true there, because when you

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talk about automation in service of

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elevation, I think people can nod and say

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like that, that feels like an admirable

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afterschool special to date ourselves.

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It was a thing in the eighties.

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Look it up.

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But the truth is, you know, if you look

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at that classic social psychology concept,

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that Maslow's hierarchy of needs, right?

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For those of us fortunate enough

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to have security and relationship

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stability and you know, all the way up,

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the top one always had this squirrely

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name self-actualization, right?

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What is that?

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Well, you just spoke to it, Brian.

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This idea that, okay, I'm gonna

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have a more intentional day.

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I'm gonna create more intentional and

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rich experiences for those I work with.

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This is the kinda stuff that our

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parents, our grandparents, couldn't

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even conceive of, but that we can,

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shouldn't be seen as our all being solved.

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It should be seen how far we've come.

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Oh man.

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I talk about goosebumps.

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Just to geek out for a second, and

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then I'll get right back to the script.

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Geeking out is my favorite.

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So  Maslow, I learned a funny little

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thing when I was writing Mind Shift.

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And that there was never a

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pyramid in the mix, but let's

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just still say it's a hierarchy.

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That self-actualization.

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In his later work after he passed away,

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they found in his journals that the

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top level was actually transcendence.

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And if you think about now designing

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with intentionality, right?

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And understanding that we have AI

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superheroes that can help us do amazing

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things, let's geek out around this

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transcendent opportunity where it

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isn't even about using them to do the

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work we did yesterday better tomorrow.

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It's now having an intentional

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conversation about what could I

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do that I couldn't do yesterday?

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How do I use AI to transcend.

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Oh man, you're speaking my language.

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Brian, you know, some of my partners

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at Deloitte and I, in talking with our

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clients around what's really happening

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with both Generative and Agentic

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AI today, there's this recognition

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that a majority of folks are still

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getting their hands around efficiency.

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I'm gonna do today's work faster,

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cheaper, and more power to you.

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I'm not gonna fault anybody

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for leaner and meaner, right?

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But if that's the bronze metal case,

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the silver metal cases is no, I'm, you

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know, I'm gonna do today's work better.

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I'm going to deliver a

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better net promoter score.

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Right?

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A better customer experience.

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But Brian, you hit it brother.

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That gold medal.

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If not, but for these tools, I couldn't

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bring tomorrow's work into existence.

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And so my friend Laura says,

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efficiency effectiveness.

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Exponentials.

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Yeah.

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I love it, oh man, I could go for

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another 30 minutes, but I think we're

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gonna have to wrap up soon because now

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I'm thinking automation, augmentation,

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and exponential growth versus linear

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growth, which is not just a gold medal,

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it's an entirely different trajectory.

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Which is I'm sure the next conversation

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we're gonna have, so I'll get to this

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last question, I guess we'll have to be

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tight with it, which is, as organizations

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increasingly adopt AI technologies,

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what do you believe are the key factors

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that will determine the success of

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implementing AI and enhance operational

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efficiency and drive impactful outcomes.

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But I guess put a spin on it.

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Take us to the gold medal.

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The gold medal, Brian, I think requires

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that we, as technologists with humility,

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remind ourselves that the tech comes last.

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Two things.

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One, I think we need to

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lead with need, right?

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Problems worth solving,

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itches in need of scratching.

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These matter more than ever,

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because I think inertial successes

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aren't gonna do it anymore.

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You know, yesterday's wind can

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only push the ship so far we need

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to figure out new vectors, right?

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And that starts with problems worth

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solving and opportunity identification.

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Then I think thing two

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is it's imagination.

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It really is.

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You know, there's this imagination

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deficit at too many of my clients

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where, we're presenting you

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with a genie lamp called Gen AI.

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Better still, we've got a fleet of

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self-starting genie lamps in back.

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What do you want to do with them?

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So I think that initiative and

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then that cleverness to say, how

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about taking it like X, that's

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where you can bring the bots along.

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And I think it's that difference between,

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vision and visionary, and as I think

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you'll appreciate true innovation,

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true transformation, it's personal and

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it starts with disrupting yourself.

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It challenges your own conventions,

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your own barriers in terms of what you

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know, and giving yourself permission to

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explore the unknown, to start to explore

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what you didn't know you didn't know.

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And in there are some, not just

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new possibilities and solutions,

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but just probably mind blowing

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transformations of which then you

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are the architect of the future.

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That wouldn't have happened

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otherwise without your imagination.

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Oh man.

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Embracing that mess to get to.

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Yes.

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It's my new bumper sticker.

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Yeah.

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It's so great hanging with you,

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Brian, and thanks for all your

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insights and leadership in this space.

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You rock.

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Thank you, Mike.

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It's never enough time.

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You rock.

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And thank you everybody for watching.

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Please reach out.

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We're on socials like crazy if

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you have any questions, but we

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look forward to hearing from you.

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Thank you.

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Thank you.