AI discussions often conjure images of sprawling data centers and high-profile partnerships among major corporations. That perspective is understandable. After all, scale and investment hold the potential for sweeping industry transformation, and it's tempting to think of AI primarily as a tool of the largest players. However, that picture is incomplete.
Within large organizations, structural complexity can slow the journey from promising experiments to lasting impact. Raymond Sheen, President of Product and Process Innovation, Inc. (PPI), a consultancy known for blending operational insight with tailored advisory teams, highlights these internal frictions. He offers a complementary perspective that meaningful AI progress may also come from smaller, more agile teams.
