An interview with Sameer Dhanrajani, CEO of AIQRATE and 3AI
Can you share your journey into the world of AI and what inspired you to establish AIQRATE and 3AI?
Sameer Dhanrajani: I think, over the last 25 years, I’ve seen struggles of CEOs, senior executives, and boards to establish an AI strategy for their organisations or GCCs. Having said that, it’s not just about doing small POCs or, I would say, a disparate set of experiments in AI.
It’s all about building and linking business imperatives with AI strategy, which means the way data and decisions need to come together is where the art of possible with AI lies.
And this is where AIQRATE, which is a bespoke global AI advisory and consulting firm, originated. We advise global CEOs and Indian enterprise board members, and senior leaders to devise and curate differentiated AI strategy.
We also enable, help, and consult GCC leaders to come out with the state-of-the-art AI and GenAI center of excellence. We also work with provider firms to come out with differentiated capabilities and offerings, which could be the cutting edge for the enterprises to kind of offer.
How do you envision the future of AI in the next five years, particularly in the context of Indian enterprises?
Sameer Dhanrajani: In fact, I would rather hesitate to give a projection or a future-forward scenario of AI for the next 5 years; it’s a very large window. I will rather put it down in the next 2 or 3 years.
With the democratization of intelligence at scale through AGI systems, what we anticipate in the time to come would be a huge proliferation and a profound revelation of AI at scale deployment. Which means Indian enterprises will be able to link data to decisions.
The senior executives, board members, and leaders in the enterprise will be able to take decisions with the help of AI. AGI systems, with the help of agentic AI, will actually become the new normal in terms of providing efficiency and effectiveness within the organisation.
The talent in AI and GenAI will evolve to the next level, with more focus on building business impact and bringing differentiation to the organisation in terms of value.
And not the one to be missed out would be the clear indication of how the overall Indian enterprises look at build and buy, and also involve the larger ecosystem to make a very holistic strategy into deployment.
What role do you believe ethical considerations play in AI development and deployment?
Sameer Dhanrajani: A huge significance and a critical importance need to be attached to having ethical and regulatory compliance in the AI deployment and development. An example of an algorithm or a model going astray is not today, not common.
It’s, in fact, widespread. And any issues not having the right approach towards considering the algorithm or deployment could lead to larger ramifications or implications.
Which also means organisations, before they embark on their AI journey, need to come out with a set of playbooks which describe and prescribe everything about ethics, regulation compliance. So that there are no hallucinations in the way the models are developed.
In your opinion, what are the most significant trends in AI and analytics that businesses should be aware of?
Sameer Dhanrajani: I will cite trends which businesses should be aware of when it comes to the AI analytics landscape.
The first trend: Decision making at scale is a reality, which means whatever decisions were being taken in the corporates and enterprises a few years earlier will now be taken with the help of AI.
Which means there will be a democratization of intelligence at scale, and decisions enabled will happen on a real-time basis. Second, AI agentic workflows will be a norm to derive efficiency, effectiveness, and productivity in the organisation, and it will be great for the organisation to leverage it at scale.
Third, there will be a full-scale understanding that will be unleashed for the senior leaders to build AI fluency. Which means how do they internalise, how they cultivate the understanding of AI and GenAI, will be very important.
Fourth, ethics, regulations, and compliance need to have a playbook, which means any AGI system which will be embarked upon will carry a playbook of regulations, rules, and compliance.
Last but not the least, there will be an AI supremacy being established and developed amongst nations. Which means AI will not be just specific to enterprises or society; it will become a nationwide agenda as well.
What advice would you give to startups looking to leverage AI in their business models?
Sameer Dhanrajani: Well, I think the first advice I would count from my side about startups leveraging AI for their business models is to really think about monetisation and how to go commercial on a full-mode basis.
Which means looking at the business problem which can be solved with AI and looking at the overall ____ market will be far more important than creating niche boutique solutions which have no impact or value.
Second, startups also really need to look at how they start deploying AI at scale. Any point solutions which do not have penetration will not have a wider appeal.
Third, the founders really need to build business acumen along with technological prowess because what is available today in terms of AI technologies may not be available tomorrow, because such is the base of new-age technology.
Which means the business acumen of how to commercialise and how to internally develop the AGI systems or AI models will be important.
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