Maximizing ROI with AI in Customer Support Team A Guide for Heads of Support

Good morning, Anita! It's a pleasure to have you here today. Thank you, Kagan, for the introduction. Anita brings extensive experience as an executive and independent board member in many technology companies, with a particular knack for maximizing return on investment. It's fantastic to have someone with such a background, having been associated with Vio, Flex, Texas Instruments, and currently serving on the boards of Power Integrations, Exro, and Svako. Her expertise, coupled with a finance major from Waton and a computer science background from Virginia Tech, will undoubtedly enrich our discussion.

Anita, I was thinking we could approach today's discussion from the perspective of a head of support evaluating AI tools and working with vendors to identify the best fit for our team. Additionally, we'll delve into how to present these findings to our executive team to secure funding and ensure success. Does that sound good to you?

Absolutely, sounds excellent. Anything else you'd like to add before we dive into the slides?

No, let's get started. This is a critical coaching moment, and it's crucial for people considering adopting new technology to view it holistically and understand the concerns of all stakeholders.

Exactly. Our audience primarily consists of heads of support in medium to large enterprises, so our discussion will cater to their needs. Are the slides being shared now? Perfect, let's proceed.

Today, we'll discuss why ROI on AI is crucial, navigating internal dynamics, expectations from vendors, and positioning the AI tool to senior-level executives to garner support for the project. We have a lot to cover, so let's see how far we get. Anita, anything to add?

No, this agenda looks good. Let's dive into it. It's essential to address the skepticism surrounding ROI on AI, especially considering past projects' unclear results and use case ambiguity.

Absolutely. As a support leader, it's vital to address this skepticism first. Do you have any suggestions on how to begin?

Each organization has its risk tolerance and regulatory concerns. Understanding these factors and quantifying potential risks and costs are crucial first steps.

So, essentially, I should start by identifying and quantifying risks and costs by consulting various stakeholders, including those knowledgeable about regulatory issues, security risks, and industry-specific challenges.

Exactly. Once we've addressed these concerns, we can move on to identifying specific use cases and their potential ROI.

Right. And then, I can work with vendors to calculate the ROI for each use case and present this data to our CFO. What should I keep in mind when presenting this to the CFO?

Be transparent about costs, risks, and realistic timelines for ROI. Be prepared to answer questions and be open to multiple discussions.

That makes sense. Once the project is underway, how do I ensure continued buy-in from stakeholders and the CFO?

Transparency is key. Provide regular updates, be honest about progress, and be prepared to address any unexpected challenges constructively.

So, maintaining a transparent and constructive relationship with the vendor and stakeholders is crucial for success, even when things don't go according to plan.

Absolutely. Building strong relationships and handling challenges effectively will ultimately lead to success for everyone involved.

Thank you for your insights, Anita. I believe our listeners will find this discussion valuable, and we look forward to exploring their questions in our next session.

I'm happy to help. Thanks for having me, and I look forward to our next discussion.